Grow.
Change.
Grow.
Growth has taken on a new form in the Age of You. As new dynamics emerge and change
the shape of business by the minute, it demands new ways for organizations to harness
and channel that change.
But the world’s leading brands aren’t waiting for change to happen—they’re acting rather
than reacting, growing rather than maintaining, and mastering Growth in a Changing World.
With so many directions to grow in, flexibility and adaptability are key. Businesses must
be ready to change their trajectories along with people and markets: embracing emerging
technologies, leaping engagement barriers, and rethinking their growth strategies—
breaking things down to start them up again. They must be be ready to grow, change,and grow all over again.
To meet these challenges, organizations need to make brands the center of gravity—thecloser you get, the faster you grow.
Brands are what connects businesses to people inside and out, creating real proximity
by understanding what people want and what they believe in. Brands are what personalize
technology so that it becomes a means for authentic engagement and unforgettable
experiences. Brands are the constancy that accelerates business growth—moving at the
speed of life, reflecting how people want to grow, growing along with them, and standing out
in a shifting landscape.

Brands are
the constancy
that acceleratebusiness growth.

3Growth in achanging world
Jez Frampton
Global CEO, InterbrandGrowth is fundamental to life. It is an
inherent part of being human. So is change.
Over the last two decades, our lives
have been transformed in remarkable
new ways. These shifts in behavior,expectations, and experiences provide
incredible opportunities for businessgrowth, but keeping up with them poses
new challenges. One of the most criticalways to turn change into growth is bybuilding and constantly developing astrong brand.
Brands are how we form opinions andfind meaning in a business. They embody
purpose and values, help human beings
understand a business on a deeper level,
and ensure businesses act in line withpeople’s expectations. Consumers use
this understanding to make better choices,demonstrate loyalty, and determine value.
Brands are a human construct, and are at
the heart of any successful business.

This is as true internally as it is externally.
Brands start with humans on the inside
and are ultimately delivered to humans on
the outside, using technology as a primarymeans of interaction and a powerful platform
for engagement. At a time when speed tomarket, customer centricity, and culturalalignment are more important than ever,brands are the key to change, and to growth.

Purpose that moves people
If brands start and end with people, it’s
important to acknowledge a significant
generational shift in the way people interact
with, and what they demand from, brands.
Both as employees and customers,
younger generations have very different
views about the brands they choose. They
expect a brand’s purpose and values toalign with them, and their desires for better
communities and a better world.

60% of millennials
seek employers witha clear purpose.1
66% of consumers
claim to be willingto pay more for
products from moresocially responsible
companies.2

4

It’s important to be clear about the natureof purpose. It’s the organization’s reason
for existing: its most fundamental beliefs
and highest-order aims. It isn’t justabout repackaging a Corporate Social
Responsibility (CSR) strategy. Brands withstrong sense of purpose draw people in,aligning people inside the organization
while driving momentum outside of it.

84% of executives
believe a sharedpurpose contributes
to successful change
and transformation.3
Breaking silos within the organization byfreeing up communication across thebusiness helps organizations operate
at the speed of life. A strong, clear
brand purpose helps a business change
successfully by ensuring everyone moves
in the same direction at the same speed.

Technology that
accelerates growth
The acceleration of technology impacts
every part of a business. From automatedproduction to self-driving delivery vehicles,from programmatic media buying to therise of AI in shaping customer interactions.
And new models are emerging that help
companies understand how and where toinvest to ensure brand-driven business profits.
More importantly, technology is changing
people’s behaviors and expectations fasterthan we can create and innovate. So how
do brands play into this evolving dynamic
as the gap between desire and fulfillment
diminishes? This is where technology playsa pivotal role. It can be used to create adetailed image of customers, bringing
brands closer to people every day. Whentechnology is fully integrated with the brand,
it can shrink the desire-fulfillment gap, fast.
The challenge is creating a truly branded
experience. While technology offers
proximity, engagement is not a given. Merely
implementing the latest technology without
the brand as a filter misses the opportunity
to create a powerful bond between people
and business.
And while innovation is crucial, it doesn’tnecessarily put a business ahead in themarket—it may simply keep it on par. Anycompany, from digital native to establishedorganization, that puts technology first andbrand second isn’t likely to sustain growth.
While people may enjoy the experience,
they aren’t necessarily connecting with thecompany on the deeper level that contributes
to building long-term loyalty. Brands humanize
technology, making it meaningful by yielding
experiences that create lasting value.

Brands are the synergy
between people,
technology, and business
Since brands are the mechanism by whichpeople relate to businesses, they play a
powerful role in creating deep and valuable
connections to the businesses via technology.
Placing the brand at the center of thebusiness agenda smooths the tension
between technology and people, giving rise
to a new type of synergy that’s essential to allsides of the business: on the inside, brands
align culture and capabilities for growth,
directing innovation and resource allocation;on the outside, brands provide a platform todeliver a unique and valued experience thatreflects not just what people want, but what
they believe in.
For Best Global Brands 2015, we highlighted
the coming wave of personalized technology
marked by The Age of You. In this age, we
operate for the individual, using data andtechnology to offer products and services,
communication, environments—in fact,
the entire customer experience—tailored
to individual needs. The next great challenge
for brands is the ability to automate thesecomplex moving parts, without losing thepersonality and humanity that’s characteristicof the greatest brands.

5

The only constant is change, and weare living in one of the most exciting
periods of change since the Industrial
Revolution. The changes we are observing
are societal, attitudinal, technological,
economic, industrial, and impact every
aspect of commerce and life. Within thisever-shifting context, growth becomes
ever more challenging. Businesses needa medium that clearly communicatespurpose and energizes cultures, aplatform upon which to create engaging
and unique experiences, a means to stay
relevant, meaningful, and valued. In thischanging world, businesses need brands
more than ever.
1

Deloitte 2015 - Unlocking Millennial Talent

2

Nielsen 2015 - The Sustainability Imperative

3

Harvard Business Review 2015 - The Business Case for Purpose

So, for future Growth in a Changing World:

1

Brands: are a business strategy brought
to life, and are the primary means fordifferentiation and growth.

2People: brands are about people andhow they connect to the purpose of abusiness.

3

Technology: helps accelerate growthand customer proximity, but only
through brands can it deliver meaningful
engagement.

The closer to brands,
the greater the growth
Brand

Business Growth

In conclusion

PeopleTechnology

People: From
culture tocustomer
Brands start and end with people.
So it’s important to acknowledge asignificant shift in the way peopleinteract with brands—they expect
to connect to an authentic purpose
and values. Brands with strong
sense of purpose draw people
in—they align people inside
the organization, while driving
momentum outside of it.

8Growth fromthe inside out
Brands start on theinside with humans,
and are ultimately
delivered on theoutside to humans.
People within an organization are the fuelfor growth—they’re the innovators anddoers, the passion and energy. To harness
this, however, it’s vital to acknowledge
that people change too, which meansorganizations must evolve their thinking
along with them. Being attuned andattentive to people is how an organization
successfully aligns with, attracts, andretains both talent and customers.
Major cultural shifts impact the way
people think on a macro scale—especially

From profit to purpose

younger generations—and these attitudes
trickle into organizations. Understanding
the forces behind their motivations anddesires is key to shifting the thinking of anorganization.

An evolution in thinking has given rise
to a mass movement towards greater
purpose and more deeply held values.
We’re focused on a better future,
constant learning, and a holistic quality

The world is changing, and we need to adapt
world

work

employees

culturemacrotrends

era of purpose andvalues (why, not what)lack of trust informal hierarchy

implications

urbanization

learning vs. doingchanging
demographics

millennial workforce

desire for more
flexibility, less process

climate change

hyper-connectivity/
technology

personalized
development:coach and manager

quality of life/
wellnessfreelance
vs. full time
mobility/careerdevelopment

hard to change &adapt due toover-engineered
processes
quality, pride, andinnovation at risk

974% were satisfied
with their jobs if
they felt their work
was meaningful
to themselves, thecompany, and thecommunity.1
of life. On a personal level, people arelooking for places to put their trust, toaffirm their values, and to create change
within their own lives and in the world.
This is where companies must step up
and prove that they, like their customers
and employees, stand for something.

Brands with apurpose set on
improving our qualityof life outperformthe stock market
by 120%.2

People will begin to shift away fromcompanies that are solely focused on thebottom line. They will turn their attention
towards companies that align with theirvalues and assert a purpose that’s
better than profit, which in turn impacts
performance.

Cultivating culture
Culture is living and breathing; it takes
active cultivation. It’s not solely an HR
initiative nor a marketing ploy. It’s a
way of doing and being. Culture is the
responsibility of everyone inside theorganization, but leaders have a criticalrole in initiating change and embodying
cultural values. To do that, they must
initiate key culture changes that reflect
shifts in culture at large.
Customer service, innovation, andcreativity are intangible measuresthat a strong company culture fosters
and supports. Whether on the sales
floor or behind the scenes, employee
engagement is key to generating highThe five key culture shifts
employeepartners

job

experienceengagement

partners

leaders

coachesvaluesbehaviors

value customer experiences. Businessgrowth relies on satisfied customers andgreat experiences are driven by satisfied
employees.

The working future
Today, more employees are motivatedby passion than career ambition. This
demands that leadership focus on
making the work environment diverse,compelling, and rewarding.
Flexibility
People are thinking outside of the “threeboxes of life” (education, job, retirement),
which means a more flexible approach towork. It’s what has given rise to the gig
economy. In order to attract and retain
employees, companies are empowering
individuals to live, learn, and work whenand how they want.
Diversity
Diversity is about inclusion of people
from all racial, cultural, learning, andeconomic backgrounds, elevating skills
that were previously ignored to infuse anorganization with unique ideas and new
ways of working. This challenges theway companies recruit, mentor, and train,
and will render one-size-fits-all successmetrics obsolete.

10

Self-development
People want to be learning and growing
throughout their lives. They’re focusedon healthier, holistic lifestyles and selfrealization. Work is a huge part of that
personal development. Managers must
become coaches and mentors and give
employees the agency to try and fail, learn
and grow, create and innovate.
People fuel the growth of your business.
Whether it’s giving employees thecreative freedom to innovate or listening
to customers to create more impactfulexperiences, “How will this affect real
people?” should be the first and last
question an organization asks.
1

LinkedIn Purpose at Work - 2016 Global Report

2

Havas Media Group 2015 - Havas’ Meaningful Brands study

3

White House Office of Consumer Affairs - TARP

Only 14% ofcustomers defectbecause of productquality. 68% of
defections occur
because of staff
indifference.3

11

Calculating
customer proximity
In the Age of You1, customer centricity
is still king. It’s not enough to talk about
customers and their needs. It’s talking
to and with them that’s the key. Putting
customers at the heart of the business
requires going deeper and getting closer.
To be customer centric is to be customer
proximate.
Analytics can get companies closer
to customers, but in a changing
world, the way people interact withbrands is far more fragmented—
sources of information are scatteredand proliferating. Analysts have to be
more creative in the ways they collectinformation, and how that information
is aggregated into actionable insights.
Data gathering—when done right—
can provide real, human insights thatbuild authenticity, relevance, andengagement—all characteristics of astrong brand that drives growth.

74% of companies
that over-perform
on revenue growth
create customer
experiences based ondata-driven insights.2
The empathy in analytics
While marketers tend to focus on
measurement and act on the functional,
the emotional component is crucial, bothin gathering insights and putting them
to work for the business. Exercising
empathy builds understanding on one
side, and trust on the other.

People don’t want to be data points.
They want to be listened and catered toas human beings. Building empathy into
analysis requires active listening. Data
gathering should be approached as acollaborative activity, with the goal of
creating better and richer experiences.
Authentic interactions will build trust in
the brand. People can tell when they’rebeing listened to and when they’re not.
Empathy requires thinking about how
the interaction will ultimately benefit
the individuals you’re talking to. It’s
this deeper understanding that drives
relevance to real people—not just“customer segments”—which comesthrough in the brand’s experiences.

From experience tomutual engagement
Understanding the experience from acustomer perspective, rather than fromthe business or brand perspective, is12

the first step to building engagement.
Experiences that are 100% customerled return to the brand in the form ofengagement and loyalty. They foster
deeper relationships.

70% of buying
experiences are
based on how
customers feel they
are being treated.3

Relationships take work. Growing
brands are looking to strengthen anddeepen the relationships they’ve formed
with customers. They’re identifying
methods for measuring the performanceof their engagement strategies, anddeveloping ways of using measurement
to continue optimizing their experiences.
This constant vetting of the brand’s
experiences is necessary to stay relevant
and in line with expectations. A proactive
approach to engagement requires thatorganizations keep checking in withcustomers and measure their expectations
against the brand and business strategy.

Mixing methodologies formore human insights
With fragmenting touchpoints, media
interactions, and various social signals,
brands have to be more creative inthe way they gather information. Thismeans using multiple and alternative
research tools and techniques, because
people are complex—no single-track
approach will capture the nuances
brands need. Crowdsourcing, social
media watching, and Market Research
Online Communities (MROCS) are risingresearch methods that tap into people’snatural and evolving behaviors. It’s
about being everywhere the customer is.
Insights come from many channels andtell a more holistic story when combined.

Proximity on purpose
Big data has a part to play in telling thestory about how people interact withthe brand—but it can’t be the only part.
Efforts to reach the customer should
be authentic and reaffirm the brand’s
purpose and values. These should
extend from the ways they gather
information, to the experiences
they create. When brands areengaging and empathetic in the way
they approach people, it impacts how
they ultimately incorporate and give
voice to the customer, and forges a
relationship that will withstand change.

1

http://interbrand.com/views/age-of-you-keynote/

2

The Advertising Research Foundation 2015 - Insights2020

3

Mckinsey 2006 - The moment of truth in customer service

13

Shared values,
shared purpose
The world is changing, and so must
brands. But if there’s no anchor at
the heart of a brand, change can’t besustained and can even be chaotic.
At a time when a clear vision and anauthentic purpose are critical to everyorganization, the values underpinningthat purpose are what help hold it
steady, and become the bones thatprevent its collapse.
Purpose is an organization’s reason forexisting: its most fundamental beliefs

84% of executives
believe an organization
with a shared purpose
will be more successfulin transformation.1

and highest-order aims. A strong
sense of purpose draws people into anorganization and aligns them inside of
it while driving momentum outside of it.
Purpose is built on values, and values
are the foundation of everything theorganization does.

1
2
3
4

Values are the DNA ofan organization
Values characterize thecorporate ethos
Values govern how you behave
and build affinity
Values are enduring and shapethe essence of a brand

Values connect people to people, andcustomers to brands. When people andbrands align on a deeper level it createsa synergy that allows them to change
and grow together.

Change on purpose
Change for the sake of change canweaken a brand. True agility means
flexing with purpose. Such agility
can only be achieved by defining andcodifying that which the organization
stands for—it cannot be a boardroom
exercise that pumps out a genericstatement that may interpreted assuperficial and unfounded.
Authenticity is the litmus test for
credibility and relevance. It resides
in a company’s heritage regardlessof age. The challenge is to find thatsource. Some of the perennial Best
Global Brands have evolved overdecades based on core values thatare embedded in their brands andbusinesses. It’s not about getting stuckin the past. Messaging can evolve andbusiness strategy can change. Far fromabandoning values, exercising agility
means reaffirming them inside and out.

14

83% of companies
that overperform on
revenue growth link
everything they doto brand purpose, as
opposed to only 31%
of under performers.2
An organization’s culture offers acompelling view of the resiliency ofthe company’s values. Employees
are the first line of defense and thefront lines of conviction—engagementscores and performance metrics willmeasure the resiliency of values andefficacy of purpose. In the market, these
ideals must be constantly understood,
expressed, and measured throughthe brand. There has to be a constantchecking-in between the organizationand the customer for that connection toremain relevant.

Sustaining relationships
The relationships that exist between
customers and brands have evolved to
become more intimate and transparent.
People have greater access to brands,

and more power to measure the qualityof their experiences with them. This is anequalizing force, putting accountability inthe hands of customers, and customersto-be. People understand when brands
deviate from their values, and have thepower to withhold loyalty—and dollars—
when they do.
A brand’s experiences should be driven
by a set of behaviors that are part ofthe organization. Authenticity is about
the promises that you make and theexperiences that you create. Consistently
delivering on that promise sustains thebonds between customers and brands.

From values to growth
Brands that stand as the embodimentof purpose and values are a magnetic
force, keeping existing customers closeand drawing new ones into the fold. Like
things attract. Shared values bring people
and brands together, both internally andexternally.
When values manifest in a clearlycommunicated purpose, it becomes theengine driving the organization. Purposeis the connection to the past, the reason
for being, and the roadmap to the future.
It keeps people connected to the humanside of the business, willing to trust its
interests, and contribute to its growth.

82% of employees
and executives havemore confidence
in companies witha strong sense of
purpose.3
1

Harvard Business Review & EY 2015 - The business case for purpose

2

The Advertising Research Foundation 2015 - Insights2020

3

Deloitte 2014 - Core Beliefs & Culture Survey

Technology:
From proximity
to connection
The acceleration of technology isimpacting every part of businessgrowth. It’s changing people’s
behaviors and expectations fasterthan most businesses can create
and innovate. But technology’s
pivotal role in this evolving dynamic
is to create a detailed image ofcustomers, bringing brands closer
to people.

17

Building brands
at lightning speed
Brands don’t move at a single speed. New,
technology-centric brands like Interbrand’s
Breakthrough Brands—unencumbered bylegacy processes and free to reinvent how
they do things in the Age of You—can build
up their businesses and brands at headturning rates. Chinese rideshare brandDidi Chuxing, Indian online marketplace
Flipkart, and US e-commerce andpayments provider Square have reachedvaluations of 50 $b USD, 11 $b USD, and6 $b USD respectively. What do they havein common? They’re all forward-thinking,digital-first companies that have worked
just as hard to establish their brands as
they have their new technologies.

Without a strong
brand as an interface
between yourincredibly fast-moving
company and youractual customers, it’sdifficult to make real
impact in the market.

The key insight is that being an agile
innovator is not enough. There areplenty of companies creating incredible
technology and breaking downparadigms that go nowhere.

hardest work: their brands are strong,recognized, even beloved. It’s theinternal structure and capabilities thatneed to be boosted.

This is where companies withestablished brands have a massive
advantage. They have already done the

There are a few ways to build thetechnical capability of a company toexpand its brand. Integrated systems

and collaborative tools that provide
seamless communication should be agiven, but are often overlooked. Beyond
that: acquiring, investing in, or partneringwith younger, faster brands is effective. If
you can’t beat them, join them.
Microsoft’s acquisition of LinkedIn,
Walmart’s acquisition of Bonobos, and thepartnership between Target and Casper are
all a testament to the growing popularity ofthis strategy. Now, as once-Breakthroughs
reach the Best Global Brand level, they
are even acquiring longer-establishedbrands (and their clout)—Amazon’s recent
acquisition of Whole Foods being a sign ofwhat’s to come.
Established brands are also in agood position to use and create newtechnology. While startups can drive
flashpoint innovations with sustained
focus, established brands have thebudget to fund and foster these efforts
at a larger scale. They are able totruly experiment and put ideas into

18

Worldwide spending
on IoT will grow
16.7% in 2017,
reaching more than$800 billion.1
practice with the resources that smaller
companies just don’t have, to build theirbrands faster.
Samsung’s continued investment in VR
and IoT, on display at the Samsung 837
experience space, is an example of aBest Global Brand that never stops inits efforts to put the latest technologies
in the hands of real people. Auto brands
like Nissan and Toyota continue to pushboundaries for self-driving and electriccars, with up-and-comer Tesla setting
the pace. Breakthrough Brand Face++
creates stunning facial recognition
technology, but it took Lenovo togive them their most well known
use case—allowing users to login to
Lenovo products with their smile alone.
Best Global Brands are enablers oftechnology, and when they combine newcapabilities and solutions with a strong
brand platform, it only amplifies theirbusiness growth.

Technology and brand are now indeliblyintertwined. We form opinions on many
brands through the user experience of
their apps alone. Established brands
that get the most attention do so fortechnological leaps and innovations, notjust for the latest ad campaign. People
want to try new things that work well,and when those things impart a stronger
connection or a positive feeling, they areassociated with the brand that supplied
it in the first place. That needs to be thegoal of any brand looking to grow, andtechnology can take them there fasterthan ever.
Building brands at lightning speed is notjust reserved for startups. No matter how
established or beloved a Best Global
Brand is, continued brand-building is amust for business growth.
1

IDC’s Worldwide Semiannual Internet of Things Spending Guide 2017

19

Don’t let technology
get in the way
Brands and people are occupying
more spaces together, both digital andphysical. Technology can create more
opportunities for brands to form deeper
relationships with customers, andit’s becoming more than just a tool—technology can embody your brand.
However, if it’s not fully embraced andthe experience is disruptive rather thanimmersive, it will only cause alienation inplace of connection.

The adoption rateof home voiceassistants grew to
12% in the fourth
quarter of 2016.1

Voice assistants are a new frontier for
many brands: a chance to literally begin
a conversation with customers andfield questions in real time. However,assistants run the risk of becoming
intrusive.
A TV ad that triggers a virtual assistantto deliver a message is a clever exploitof fresh technology—yet besides being
amusing or surprising, it does little tobuild a relationship or provide deeper
benefit. This type of advertising may feellike a violation—a brand entering thehome without permission over a device
many aren’t completely comfortablewith yet. Users expect to hear from theirassistants on their terms—having thatassistant deliver a message on behalfof a brand is as jarring as having thatbrand’s own voice come through theirspeakers. Voice assistants can help
bring brands into users’ lives, but themessage must be meaningful in order tobe well-received.

Voice assistants pose other challenges
along with their opportunities. One is thateach voice assistant has its own brandpersona. Alexa is different from Siri isdifferent from Bixby is different from
Google Home is different from Cortana.
This leaves very little room for a brand’s
own voice to be heard.
Brands have two choices. One: Create
an assistant of their own, which is fraught
with resource and adoption issues andis probably only viable for a handful ofbusinesses. Two: Find a way that existing
voice assistants can make interactingwith that brand and business easierfor users. The second option requires
openness to partner with experts andstakeholders and to relinquishing total
control of the brand experience. Bothrequire a mastery of current technology,
and the ability to anticipate consumer
behaviors and needs.
What will successful executions soundlike? They could take many forms.

20This includes entering a hotel roomand being greeted by a voice assistantautomatically, with a custom itinerary
based on personal interests. Integrations
that allow users to check their accountinformation, flight status, or tire pressure
with a simple voice command. Syncing
voice assistant information uponentering a store to deliver directions tosale items that users are interested in.
There is no shortage of possibilities, but
if the interaction is valuable, positive,
and simplifies our lives, it will reflect wellon the brand enabling it.
Voice assistants are just one timely
example of the disruptive influence
technology can have on brands. The
same will be true for AI, driverless cars,
augmented reality, automation—these
new tools create friction as both users
and brands come to grips with how theyOver half of US teensand 41% of adults
use voice search ona daily basis.2
work and the best ways to use them.
Growth brands know that the Age of You
isn’t over, and that simply using thesetechnologies is not enough to get themto reach their full potential as brand andbusiness tools. The brand experienceneeds to be a consideration from thestart, and built in to help humans workwith technology in harmony. Technologythat is not translated through a brand canbecome a barrier between the businessand its audience. A voice is a powerful
tool, if it carries a relevant message.
IDC - U.S. Intelligence Assistive Embedded Consumer Devices Forecast
2016-2020

1

2

Google and Northstar Research Report 2014 - The Mobile Voice Study

21

Closeness does notequal engagement
Enabled by technology, branded
experiences are more powerful than ever.
Technology has brought brands further into
people’s lives. But don’t mistake proximity
for engagement. Simply displaying ads on
smartphones and social media or getting avoice assistant to broadcast your message
isn’t a substitute for a real relationship.

marketing trends on Google) are in thehands of more customers each day.
However, according to this survey, despite
the attention each get in the media, thetechnology that the majority3 of people
want is mobile payment technology, with
AR being the technology consumers saythey want to use the least.

New mediums for marketing such as
VR and AR (the top two1 most-searched

There are two insights here. One, thebuzz around new technology does notnecessarily align with what customers
really want. Practicality and necessity
come before impressive but less-relevant
technology. Two, it shows that customers
don’t ask for what they can’t imagine
using. AR is an abstract concept—
overlaying digital experiences in thephysical world. However, that’s not to saythat once tangible applications come into
play, it won’t shoot to the top of their wish
lists.

The virtual reality
software andhardware market size
is expected to growto USD $40.4 billion
by 2020.2

More tech means more places tocommunicate, but just because brands
can doesn’t mean they should. The

average adult already spends two hours
and 51 minutes looking at his or her
mobile phone each day.4
Increasingly, people are looking to unplug
and get back to the real world. Whenaccounting for all the different brands
looking to communicate with them overproliferating channels, it’s clear why somany want to unplug. Brands need toprioritize making their digital marketing
meaningful, useful, and experiential—
otherwise it’s just more noise thataudiences are increasingly tuning out. As
such, they are beginning to see the valueof real, in-person interactions more and
more.
The digitally native generation doesn’t
remember a time without technology
embedded into almost every facet of daily
life. Their understanding and expectationsof technology are different than thegenerations before them. They expect
instant responses and an on-demand

22

world. It’s up to brands to keep pace, orfall behind.
When it comes to the real world, brickand-mortar experiences are not thedead end they were prophesied to be.
They’re becoming part of a cross-digital“brand ecosystem.” These need to be
strategically engineered around theuser—digital is just part of the equation.
People expect the full package: a great
digital service with tons of capabilities,
bolstered by a convenient physicallocation that enhances the online
experience without any interruptions.
As IoT, AI, cloud technology, personabuilding, and data analytics continue
to work together to create surprisingconnection and capabilities, the ideaof a brand ecosystem becomes more
relevant. Via a mobile device, we carryaround an instant connection to untold

1 in 5 are looking todisconnect from theirscreens and spend
more time in the realworld this year.5

data about ourselves as we move throughthe world. As more and more devices
become connected, brands that want to beomnipresent will need to form partnerships
with one another to get a complete viewof the customer. For example, as voiceassistants learn more about you andhospitality brands find more ways to workwith connected technology, it’s in theinterest of both to work together to delivera meaningful experience informed byshared pools of data.
As the world changes and brands grow,experience will to become paramount.
Brands that use technology in a waythat improves and enables a positive
experience are going to attract the evershifting interests of new customers.
1,3,5

Code-Digital Trends 20172

Statista - Virtual Realtiy (VR) Statistics & Facts

4

Comscore - Mobile Matures as the Cross - Platform Era Emerges

Brand:
From integrationto acceleration
Brands are how people understanda business on a deeper level.
We use them to make better choices,demonstrate loyalty, and determine
value. But a brand’s ultimate role isto accelerate business growth.
At a time when speed to market,
customer centricity, and culturalalignment are vital, brands are thekey to focused change.

25

Design as a force
of integration
Of the many shared characteristics
across the Best Global Brands, for thosethat are mastering Growth in a Changing
World, the elevated role of design in theenterprise is fundamental.
When design is brought up in thecontext of brand, it’s often assumed

41% of design-led
organizations reporthigher market share.
70% report having
a stronger or bestin-class digital
experience.1

that it’s about aesthetic concern. Whileaesthetics remain a vital part of a brand,
it cannot be isolated to what’s visible—it
must be internalized by the organizationand harnessed as a force for change
and improvement.
As brands are experienced in micro
moments in the hyper-fragmented
Age of You, design can be a powerfulforce for unifying a brand’s experiences.
It can make an instant impression
and link moments in a way that’s both
memorable and meaningful. Design
ensures that every aspect of anorganization’s brand is aligned, withlittle, if any, distinction between an
organization’s business strategy andits customer experience.
With increasingly complex organizational
demands, design becomes a force ofintegration. The fundamental advantagesof having design hardwired into theorganization bolsters the strength of thebrand in key ways:

One is focus. Excellent design delivers
both a coherent customer experience andan elegant roadmap for future growth.
One is clarity. Design provides a sharedpoint of view on the ideal customer
experience, allowing everyone in theorganization to know how they can each
impact that experience.
One is speed. Design can be harnessed
to breed efficiency. Macro designprinciples can quickly become micro
applications.
One is flexibility. Embedding design
methodologies into the organization
allows teams to reinvent processes that
adjust to different contexts.

Design for the outside in
and the inside out
At a time of hyper-personalization,organizations must communicate with

26

customers in a non-linear fashion. By
understanding how people live andinteract, organizations can structure
themselves around their customers’
priorities. Design derives power fromits role as mediator—accounting for theinterest of the customer and the desiresof the business equally.

91% of designled companies list
design as criticalto customer
experience.
85% listed design asa critical componentof brand.1
Design for simplification andhumanization
With hyper-fragmentation comes hypercomplexity. Rapidly shifting technologies
and ever-changing customer demands
create multifaceted, layered challenges
for organizations. Design solves thesecomplexities by rendering interactions

with technologies and other complex
systems simple, intuitive, and pleasurable
for the organization and the customer.

Design for transformation andadaptation
Not all traditional organizations are built
to handle continuous transformation.
Fortunately, disruption and design go
hand in hand. When introducing new
ideas, design methodologies—such as
validation and iteration—can help makethe unknown comfortable by making ideas
tangible and easier to socialize internally.

Design for structure andcultureBecoming a design-led organization
requires both cultural and structural rigor.
For some businesses, how to solve for thecustomer—including processes and tools—may require an overhaul. Design-led
organizations are driven by empowered
employees who are empathetic to theiraudiences, and who deliver what people
need, instead of what the job requires.
None of this means that design can’tbe beautiful, but above all, it must be
functional—it should balance beauty andutility, efficiency and emotion. Purity ofdesign can’t be at the user’s expense.
More than a lofty and provocative
goal, design is an essential tool forbuilding strong, agile, customer-centricorganizations.

Design is where asingle touchpointreflects the entire
business, and where
what’s left out is asconsidered as whatstays in. Where thecustomer and theexperience are one.
“Design-Led Firms Win the Business Advantage” a commissioned
study conducted by Forrester on behalf of Adobe, 2016.

1

27

The capabilities
for change
While it’s hard for businesses to keep
up with constant change, the mostsignificant toll is on its people. Whenmarket forces shift and businesses haveto pivot, it can often bring more stress foreveryone within the organization. Change
is now coming so fast, so often, that a
new wave begins before people have hada chance to recover from the last.
With these evolving market conditions
driving new ideas, experiences, andmodels for growth, any external changes
made by a company will struggle togain a foothold if internal teams are notinformed, engaged, motivated, or fully
equipped with the right capabilities tocreate change and grow along with theorganization. Especially given that change
is not always immediately perceived
as positive.
Change is what helps create newand engaging customer experiences,
but without engaged and invested
employees, this is impossible todeliver. Organizations cannot afford
to leave their people behind. And it
takes much more than a declaration orreassurance from leadership. Changemust be institutionalized. Flexibility,
reinvention, and reorientation must be

50% of US workers
have been affectedby organizationalchanges in the lastyear, are currently
being affected,
or expect to beaffected in the
coming year.1

second-nature—an inbuilt reflex, without
a second thought. This will align thebusiness ambitions with the evolving
market conditions, and prime theorganization for growth inside out andoutside in.
This is where brand plays a key role.
Not only is a brand the ideal vehicle forhighlighting an organization’s ambitionand purpose in a way that’s humanand engaging, it also plays the roleof integrator. Brands are increasingly
deployed to bridge gaps acrossorganizations, which are increasingly
global, multidisciplinary, and siloed. The
brand can bring coherence to variedcustomer experiences and touchpoints,
and help companies leverage bestpractices and competencies from all
corners of the organization.
With every change, it’s important thenfor the brand to ensure that platforms,
processes, and people are aligned.

28

operational
capabilities

operational
blueprint
inspire and motivate

platforms
educate and collaborate

process

create and activate
support, consult, administer

peopleinsight and measurement

Platforms
To communicate this brand message
consistently across time zones andlanguage barriers, strong, centralized
platforms are paramount. These cancome in the form of: a fully-integrated
brand portal; effective internal
communication apps and services thatreach people where they are without
distracting them; reliable, intuitive
databases and other technologies thatshare knowledge and drive businessstrategy forward. These platforms are
essential to lowering the inevitable
friction of working in an ever-more hectic
and global marketplace.

Processes
However, the best platforms in the world
are nothing without efficient processes
built in that empower employees rather

than pile on bureaucratic tedium andslow them down. When used correctly,
they should lower barriers while
ensuring that all brand communications
are consistent, that responsibilities areclearly delineated, and that all brandactivities point towards a broader
strategy. Processes can help imparta broader culture of experimentation,
giving people the leeway to try and failso that they can imagine new ways to
grow.

The most engaging,cohesive customer
experiences are
driven by highperforming brandand marketingorganizations.
PeopleBuilding processes goes hand-in-handwith empowering people to embraceand lead change. This requires bringing
people along on the journey, providing
clarity on the destination, and mostimportantly, investing in people withthe right training, skills, and behaviors.
For an organization to be primed forchange, people need to know thatthe organization will equip them witheverything they need to drive thatchange, and will provide rewards inthe form of personal development.
To achieve growth in the modern
marketplace, this bottom-up approach isessential. Systems are important, but it’s
predominantly about people.
Strategy, culture, and technology are
all beholden to real individuals. Not
just inside the company, but outside of
it as well. The core of this idea is truly
intuitive: A brand is made by people, forpeople. Change is constant because
customers are always changing, so for abrand to keep up with them, its people
must be able to move just as fast.
1

APA 2017 Work and Well-Being Survey

29

Accelerating
what matters
Businesses today have an overwhelming
amount of data available to them, butdata analysis often occurs in the rearview mirror. Cumbersome data collection
and analysis is not fast enough to
respond to changes that brands need tomake closer to real time.
In order to grow, companies need tomove to a more predictive model ofbrand analysis. Amid constant change,
they need to measure the data attributes
indicative of what will truly drive
business impact. It’s the only way tomove at the speed required to be aheadof the competition.
A strategic model combines brand,transactional, perceptual, and behavioral
data in order to identify the rightbrand activations and drive the best
business outcomes. This combined
data approach outlines the key metrics
of a business’s performance, andprovides a focused view into the micro
indicators driving the macro changes.

From:
Too much data, but
not enough insight into
how to take action.
To:
A strategic brandmodel that helps
make better businessdecisions.
This is a statistical model, based on the
10 Brand Strength dimensions (thoseused in the Interbrand Best Global
Brands methodology to measure theperformance of a brand) which identifies

the exact perceptual, behavioral, andtransactional data sources underpinningeach dimension.
These leading indicators help identify
the processes, strategies, and behaviors
that can be acted on quickly and directly
to anticipate and affect real change,
while driving demonstrable impact on
business performance.

30

Brand Strength Assessment
0 - 10Clarity
Commitment
GovernanceInternal data such as
employee surveys

0 - 100 - 10

Responsiveness
Relevance

0 - 10

Customer data on
needs, desires, anddecision criteria

0 - 10

Brand
Strength
Score

Authenticity

0 - 100 - 100

Differentiation

0 - 1050 being thecompetitive
average

External brandtracking data

Consistency

0 - 10Presence

0 - 10Engagement

Customerunderstanding andengagement data

0 - 1031

Data for the real world:
Designed around the customer
We know that delivering superior
customer experiences drives businessgrowth. However, these experiences are
becoming increasingly challenging tocreate as the customer’s journey becomes
more complex.
Reams of data surround the measurementof the customer experience, which often
creates a fragmented and reactive view.
A connected source of data, one thatprovides a holistic view of people, isneeded to keep pace with the speed ofmarket change and customer demands.
This ensures that data is dynamic andnimble so that activation can be highly

From:
Disparate data driven
by speed of market
change.
To:
A clear roadmap withprioritized actions
that impact growth.

targeted. By prioritizing actions that truly
impact growth, the right experiences
will be created and delivered to the right
person, at the right time and place.

Data for the real world:
Designed for brand andbusiness performance
It is critical for organizations to stay
focused on their long term goals while
reacting to the shifting, test-and-learn
culture of the digital user experience.
Directing focused, daily brand andbusiness decisions is possible througha detailed roadmap that identifies both
immediate and long-term impact on
business performance. Such a roadmap
should also clearly model the relationshipbetween brand metrics and businesslevel financial data.
Internally, this helps align different
groups across the organization that
may be responding to customers invastly different ways, depending on thedata that’s pushing them for immediate
action. If these units are not led bya central vision, internal chaos canoccur, which can erode the brand’s
performance and break down the overallcustomer experience.

What a strategic model
ultimately provides

1

A business case to validate
the focus and changes
necessary to drive growth andimprove brand and businessperformance.

2

A strategic roadmap thatenables the right allocation ofmoney and resources to theright areas, aligning all businessand brand activities.

3

A rigorous approach tooverhaul internal processes,
institutionalize change in orderto deliver relevant experiences,and ensure internal teams havethe right capabilities.

To be truly ready for change, companies
need to optimize the way they look at
data, and not respond haphazardly.
For focused business success,responses need to be consistent,
dimensionalized, and underpinninga larger vision. Only with focus can abusiness truly accelerate growth.

Top
100

32

33

Top 100 Ranking
01

02

03

04

05

06

07

08

09

10

11

12

13

+3%

+6%

+10%

-5%

+29%

+9%

-6%

+48%

+10%

-11%

+3%

+5%

0%

14

15

16

17

18

19

20

21

22

23

24

25

26

+5%

+7%

+3%

+3%

+8%

-4%

+3%

+6%

+1%

20,491 $m

20,488 $m

-10%

+11%

+4%

-9%

27

28

29

30

31

32

33

34

35

36

37

38

39

-3%

+2%

+7%

+11%

+2%

+11%

+5%

+1%

+5%

+1%

+4%

+2%

+4%

40

41

42

43

44

45

46

47

48

49

50

51

52

+1%

+2%

+5%

-6%

+16%

-2%

+3%

+1%

+6%

+6%

+6%

+6%

-12%

53

54

55

56

57

58

59

60

61

62

63

64

65

-8%

+1%

+17%

+19%

-19%

+9%

0%

+16%

+2%

-1%

+14%

+1%

-2%

66

67

68

69

70

71

72

73

74

75

76

77

78

+4%

+5%

+8%

+6%

+14%

+11%

+12%

+7%

+4%

-6%

0%

+3%

New

79

80

81

82

83

84

85

86

87

88

89

90

91

-9%

+12%

-6%

+3%

-7%

New

+1%

-4%

+3%

New

-10%

-6%

+5%

92

93

94

95

96

97

98

99

100

-1%

+6%

-14%

-7%

+2%

+1%

0%

-3%

-1%

184,154 $m

40,772 $m

17,787 $m

11,522 $m

9,541 $m

7,100 $m

5,411 $m

4,783 $m

141,703 $m

39,459 $m

16,416 $m

11,519 $m

9,322 $m

7,024 $m

5,408 $m

4,776 $m

79,999 $m

31,930 $m

16,387 $m

11,073 $m

9,216 $m

6,702 $m

5,394 $m

4,716 $m

69,733 $m

27,466 $m

15,749 $m

10,972 $m

9,060 $m

6,681 $m

5,332 $m

4,587 $m

64,796 $m

27,021 $m

15,375 $m

10,864 $m

8,951 $m

6,676 $m

5,313 $m

4,405 $m

56,249 $m

22,919 $m

14,210 $m

10,674 $m

8,947 $m

6,350 $m

5,224 $m

4,288 $m

50,291 $m

22,696 $m

13,643 $m

10,599 $m

8,728 $m

6,255 $m

5,181 $m

4,009 $m

48,188 $m

22,635 $m

13,224 $m

10,534 $m

8,704 $m

6,095 $m

5,135 $m

4,006 $m

47,829 $m

13,193 $m

10,129 $m

8,474 $m

6,041 $m

5,114 $m

4,004 $m

46,829 $m

12,661 $m

10,059 $m

8,325 $m

5,983 $m

4,876 $m

44,208 $m

18,573 $m

12,471 $m

9,982 $m

8,205 $m

5,715 $m

4,868 $m

41,533 $m

18,472 $m

12,023 $m

9,969 $m

7,815 $m

5,671 $m

4,842 $m

41,521 $m

18,200 $m

11,534 $m

9,788 $m

7,547 $m

5,592 $m

4,823 $m

34

Top
10

35

36

The Top 10 Brands
hold 42% of theBest Global Brands
total value.

37

Hallmarks of the Top 10
Best Global Brands
The customer is always first

Technology is a growth sector

Radical flexibility

All of the Best Global Brands makecustomers a priority, but the mostsuccessful make it THE priority. Whether
it’s engineering solutions tied directly
to a strong customer understanding,anticipating what customers wantwith forward-thinking design, or justobsessively working to delight users
at every opportunity—the Best Global
Brands Top 10 make the people they
serve with their brands their firstconsideration.

Half of the ten brands at the top of theBest Global Brands 2017 list are in thetechnology sector—Apple, Google,
Microsoft, Samsung, and Facebook.
Each one of these brands either moved
up on the list or stayed in the sameplace, which is a testament to theircontinued momentum. Yet all of thesebusinesses do much more than justcreate cool new technology. They havemastered creating experiences throughtechnology that reinforce the value of thebrand itself. For all ten brands, nothingis invented for the sake of it. New
innovations merge seamlessly into an
ecosystem of other experiences, totallyoriented around the brands themselves.

Despite strong legacies and investments
in products and business practices thatare renowned the world over, the Best
Global Brands are ready to pivot at any
moment to pursue growth. Nothing is
so essential that it can’t be reinvented.
What was foundational one day can
become outdated the next morning,but those at the top of the list havebrands strong enough to maintaintheir relationships despite fundamental
change. Radical flexibility means thattech giants can become grocery stores,
food and beverage providers canbecome lifestyle brands, car companies
can launch vehicles into orbit, andphone manufacturers can pioneer
AI. When change is the new normal,
anything is possible.

38

Top 1001

02

03

141,703 $m

79,999 $m

04

05

06

07

69,733 $m

64,796 $m

56,249 $m

50,291 $m

08

09

10

48,188 $m

47,829 $m

46,829 $m

184,154 $m

TopGrowing
Brands39

40

A total of 16 brands
achieved double-digit
percent growth in 2017.

41

Hallmarks of the
Top Growing Brands
When it comes to shared characteristics, it’s certainly no coincidence that
the Top Growing Brands this year master Growth in a Changing World. Like
most of the Best Global Brands, the top performers understand the value of
their brands and cultivate them with great care. But they also exhibit somekey characteristics:
Age and offering is irrelevant
While technology is helping create new
brands at lightning speed, growth is notreserved for the up-and-coming.
The youngest Top Growing Brand, withthe highest growth for the second year
running, is Facebook at 13 years, growing
48% to break into the Top 10 for the firsttime. But across all sixteen brands withdouble-digit percent growth, ages range—
the most established at 180 years young.
It proves that understanding and embracing
the “Grow, Change, Grow” cycle can create
sustained brand and business growth.
And while technology and financial services
are the most represented sectors, thebrands growing in double-digit percentages
also come from retail, sporting goods,
restaurants, logistics, apparel, luxury,
and automotive.

Customer and people
obsession
Regardless of whether it’s stated blatantly
by each, Top Growing Brands understandintrinsically that brands start and end withpeople. When it comes to innovation anddevelopment, it’s all deeply customercentric, using data and measurement
effectively to ensure strong engagement
and impact growth. Everything they dois deliberately built around customers’
needs and desires, and delivered throughunique experiences. They also invest in
their people internally—many of the Top
Growing Brands have been recognized fortheir culture, workplaces, initiatives, causes,and dedication to their employees. These
brands understand the power of people,
and that great brands are built
from within.

Clarity and focus
Having a clear strategic mission and ameaningful purpose is a vital characteristic.
Most Top Growing Brands showed
particular focus in this area, clearly
articulating their ambitions, infusing these
into behaviors and experiences, andreinforcing them at every opportunity to
all stakeholders—customers, employees,
and shareholders alike—holding each up
to its delivery. These brands understandthe power of an often simply statedproposition: It is the basis for any serious
roadmap to growth, guiding every initiativeand innovation. Whether they are taglinelike expressions that can be repeated withease, or declarations and manifestos thatdemand action, there is no question of thebrand’s highest-order aim.

42

08

+48%

Brand Value $m (USD)

65,00058,50052,00045,50039,00032,50026,00019,50013,0006,500
2013

48,188 $m

2014

2015

2016

2017

Facebook announced, during its F8 2017 conference, three strategic pillars forthe future of the brand: connectivity, artificial intelligence, and virtual reality,each contributing to Facebook’s mission to cultivate communities and bring
the world closer together.

05

+29%
64,796 $m

Brand Value $m (USD)

65,00058,50052,00045,50039,00032,50026,00019,50013,000
6,500
2013

2014

2015

2016

2017

For 2017, Amazon is prioritizing three growth areas: Amazon Prime, which
continues to attract millions of members; brick-and-mortar stores; and ongoing
logistics innovation to improve service—all with true customer obsession.

43

56

+19%

Brand Value $m (USD)

10,000
9,400
8,800
8,200
7,600
7,000
6,400
5,800
5,200
4,600
2013

9,060 $m

2014

2015

2016

2017

Adobe is clearly committed to innovation and leadership in digital media anddigital marketing, with a focus on creativity in business and beyond, to fuelbusiness growth. This includes personalization, content, advertising, and data
and analytics.

55

+17%
9,216 $m

Brand Value $m (USD)

10,000
9,400
8,800
8,200
7,600
7,000
6,400
5,800
5,200
4,600
2013

2014

2015

2016

2017

For adidas, 2016 marked the first full year of “Creating the New,” a strategicplan aimed at accelerating growth by significantly increasing brand desirability,
built around “three strategic choices of Speed, Cities, and Open Source.”

44

60

+16%

Brand Value $m (USD)

11,000
10,250
9,500
8,750
8,000
7,250
6,500
5,750
5,000
4,250
2013

8,704 $m

2014

2015

2016

2017

Starbucks’ number one priority is to “restore Starbucks sales to historic growthlevels.” This year, Starbucks announced several strategic actions to optimize
its store portfolio, strengthen its core, and accelerate the execution of its longterm growth strategy.

44

+16%
10,864 $m

Brand Value $m (USD)

11,000
10,250
9,500
8,750
8,000
7,250
6,500
5,750
5,000
4,250
2013

2014

2015

2016

2017

In its 2016 Annual Report, Goldman Sachs acknowledged how quickly
expectations and conditions can change, and that by staying true to its
strategic focus, the company can continue to generate industry-leading returns
for shareholders and outperform over the long term.

45

70

+14%

Brand Value $m (USD)

8,500
8,000
7,500
7,000
6,500
6,000
5,500
5,000
4,500
4,000
2013

6,676 $m

2014

2015

2016

2017

Huawei launched its “All Cloud strategy,” which is focused on network
modernization and aims to enable digital transformation within the enterprise.
New campaigns have been billed under the tagline “Growing Together ThroughDigitalization and Building a Better Connected World.”

63

+14%
8,205 $m

Brand Value $m (USD)

8,500
8,000
7,500
7,000
6,500
6,000
5,500
5,000
4,500
4,000
2013

2014

2015

2016

2017

Morgan Stanley continues to maintain a leading position in the industry,
investing in enhanced digital capabilities to maintain its competitive advantage
and bolstering its internal teams to drive growth.

46

72

+12%

Brand Value $m (USD)

6,500
6,250
6,000
5,750
5,500
5,250
5,000
4,750
4,500
4,250
2013

6,255 $m

2014

2015

2016

2017

FedEx puts “The Purple Promise” and its values—people, service, innovation,
integrity, responsibility, and loyalty—at the center of its brand and customer
efforts. It’s a clear outline of what the company expects from employees andof its promise to customers.

80

+12%
5,408 $m

Brand Value $m (USD)

6,500
6,250
6,000
5,750
5,500
5,250
5,000
4,750
4,500
4,250
2013

2014

2015

2016

PayPal is in its second year as an independent, publicly traded company. Its
growth was fueled by a powerful technology platform, innovative products,
trusted brand, and a network of strategic partnerships, which all help PayPal
democratize financial services for people around the world.

2017

New
Entrants47

48

New entrants
The 2017 new entrants span the Media,
Technology, and Automotive sectors.
Game-changing brands Netflix andSalesforce.com make their first-everappearance among the Best Global Brands.
78

84

88

5,592 $m

5,224 $m

4,876 $m

49

10 Yearsof Growth

50Best Global Brands:
10 years of growth
Total brand value over the last 10 years
has grown by 54%.
In 2017, it grew by 4.2%, and individual
brand value by an average of 3.1%.

1,872 $b

2017
2016

1,796 $b2015

1,715 $b
1,600 $b2014

1,501 $b2013

1,385 $b2012

1,258 $b2011

1,203 $b2010

1,158 $b2009

1,214 $b2008
02,000 $b

51

Strong brands acceleratebusiness growth
Best Global Brands consistently
outperform in the market, compared toleading indices such as MSCI. This isbecause strong brands can protect abusiness in a downturn and boost it in
an upturn—evidence that brands can bebusiness accelerators in periods of bothrebuilding and growth.

52

Top 5
Sectors53

Over half of the Best
Global Brands are from theAutomotive, Technology,
Financial Services, and
FMCG sectors.

54

Top 5 sectors
The five leading sectors in 2017 range
vastly in number of brands and value—with a 578,746 $m USD difference
between Technology (15 brands) andRetail (3 brands), which rises into thisyear’s Top 5, knocking out FMCG.
700,000
650,000
600,000
550,000
500,000
450,000

Sector Value $m (USD)

400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000Technology

Automotive

Financial Services

Beverages

Retail

55

Top Growing
Sectors

56

While the technology sector
dominates, all top growing
brands are translating
technology into experience.

57

RetaileBay

3 Brands
Retail brands are putting convenienceat the core of their experiences: IKEA(+4%) ramps up city-center pickups;
while eBay (+1%) improves shoppingand discovery, and grows its mobile
offering; and Amazon (+29%) moves
further into the real-world with stores,
logistics centers, and delivery drones—
and they’re using VR and AI to add value
to people’s lives. All are growing basedon a core ethos, whether sticking tosustainability targets, pricing principles,or a mission of user-empowerment.

IKEA

Amazon“In a world in which 90% of the
globe’s retail spend still takes
place in bricks-and-mortar spaces,
retailers are beginning to explore
inventive new ways of reconcilingonline expectations with thephysical store experience.”
John Michael O’Sullivan
Design Team Leader, HMKM

+18.7%

5.2%

Sector Growthof the table at$96,493 $m

58Sporting Goods
2 Brands

adidas

The sports sector has risen on its merits(and luxury’s slight slip) to become thisyear’s #2 Top Growing Sector. Brands
are combining fashion, sports, andlifestyle to expand and deepen theirreach, and thriving on partnerships with
culture stars and sports icons alike.
They’re also tapping into widely-heldvalues with innovative eco-offeringsand equality-driven campaigns, while
making leaps with new materials andtechnologies.

Nike“In this new and constantly changing
environment, there are new players,
new materials, new technologies,
and new demand: Exclusive designs
can be sold out in a couple of hours
all over the world.”
Beto Almeida

Managing Director, Interbrand São Paulo+10.1%

1.9%

Sector Growthof the table at

36,238 $m

59Technology

LenovoAdobe
Huawei15 Brands
At $675,239 million, technology is the mostvaluable sector, claiming half of the Top
10—Apple (#1), Google (#2), Microsoft (#3),
Samsung (#6), and Facebook (#8)—and
three of this year’s Top Growing Brands.
Creating connections is driving fastrisers like Top Growing Brand Facebook(+48%) and New Entrant Salesforce.com.
Leaning on a legacy of innovation, techleaders continue to diversify their offerings,
while already-diversified incumbents areconsolidating and pushing further into thecloud. Across the sector, new partnerships
are popping up with the mutual goal of
simplifying people’s complex digital lives.

HP
Hewlett Packard Enterprise
Salesforce
SAP
Oracle

Apple

Cisco
Intel
Facebook

Samsung

GoogleMicrosoft“With the shared goal of creating thesetruly connected and intelligent userfirst experiences, technology brands
have been forced to diversify theirportfolios. This expansion has resulted
in customers becoming competitorsand competitors becoming partners.”
Heather Baillie

Senior Director, Interbrand New York

+8.4%

36.1%

Sector Growthof the table at675,239 $m

60

Logistics
3 Brands

DHL

This fast-shifting sector thrives byintegrating technology into their brands
and leaning hard on their core logistics
missions. Tech-fueled solutions in fleet
management and route optimization
has had the triple benefit of improving
productivity, enhancing customer
service, and slashing CO2 emissions.
But with new non-traditional modes ofdelivery, from drones to cargo-sharing,logistics players will have to lean on
the strength of their traditionally-visible
brands while being open to new growthpartnerships.

FedEx
UPS

“Logistics carriers need to transformtheir businesses by closing thetechnological gap between
capabilities and customer desires,and offering smarter and moresustainable solutions.”
Nina Oswald

Managing Director, Interbrand Cologne

+6.5%

1.5%

Sector Growthof the table at

28,358 $m

61

Financial
Services

AmericanExpress

12 Brands
The Best Global Brands are making
headway on their paths towards
transformation and building trust, withGoldman Sachs (+16), Morgan Stanley(+14), PayPal (+12%), Mastercard(+11%), and JP Morgan (11%) among
the Top Growing Brands. Even thelargest institutions are super-focused on
individuals, with an evolving message ofhelping people live better lives. They’retreating customers like partners andpartnering for growth, and adopting
technologies that make life easier,from wearables to robo-advisors toblockchain. They’re also cultivating
employee engagement, recognizing thatchange truly starts from within.

“From payments to insurance, brands
are rallying around inspiring ambitions
to steer the profound transformations
they want to make from the inside out.”
Eryn Murphy

Executive Director, Interbrand Paris

PayPalMastercard
Santander
Visa

JP Morgan
MorganStanley
HSBC

Allianz
Citi

Goldman Sachs
AXA

+5.8%

6.5%

Sector Growthof the table at

121,145 $m

62Methodology

63Interbrand valuation
methodology$

Financial Forecast
Role of Brand
Brand Strength

B

Brand
Value

64

Best Global Brands
methodology
Having pioneered brand valuationin 1988, Interbrand has a deep
understanding of the impact a strong
brand has on key stakeholder groups that
influence the growth a business—namely
both current and prospective customers,
employees, and investors. Strong brands
influence customer choice and create
loyalty; attract, retain, and motivate
talent; and lower the cost of financing.
Our brand valuation methodology has
been specifically designed to take all ofthese factors into account.
A strategic tool for ongoing brandmanagement, valuation brings together
market, brand, competitor, and financial
data into a single framework within
which the performance of the brand canbe assessed, areas for growth identified,
and the financial impact of investing in
the brand quantified.
For a more in-depth view, visit
bestglobalbrands.com

Financial data

Thomson Reuters and company annual
reports

Consumer goods data

Canadean (brand volumes and values)

Social Media Signal

TwitterSocial media analysis by Infegy

How to workwith us

66

How to work with us

At Interbrand, we’re committed tohelping companies of all shapes andsizes grow their brands and businesses.
If you’d like to get a conversation
started, here’s a few ways to do so:

Anatomy of Growth Study
Knowing that great brands are built
from within, we’re conducting a
study designed to provide deeper
understanding of what leading brands
are doing internally to drive growthexternally. We’re inviting brands
to participate to understand theopportunities and challenges they’refacing when building culturesand capabilities.

Growth Accelerator Session
Book a private, complimentary session
with Interbrand to get an initial growthassessment. You’ll work with a leading
Interbrand team to design a high-levelroadmap. We utilize our Brand Strength
Factors—an essential part of our Brand
Valuation methodology—and our Growth
Accelerator to customize the session,and activate your growth agenda.
To participate in the Anatomy of Growth
Study, to ensure you are on the list
for published results, or to book a
Growth Accelerator Session, pleaseemail hello@interbrand.com

Get in touch
hello@interbrand.com

67

About Interbrand

At Interbrand, we believe that growthis an outcome of a clear strategy andexceptional customer experiences,enabled by world-class capabilities.
That’s what we deliver through a
combination of strategy, creativity, andtechnology that helps drive growth for ourclients’ brands and businesses.
With a network of 21 offices in 17
countries, Interbrand is the leading global
brand consultancy, the publisher of thehighly influential annual Best Global
Brands and Interbrand BreakthroughBrands reports, and Webby Awardwinning brandchannel.
For more information, please visit
interbrand.com
For the latest branding news and in-depth
coverage: brandchannel.com

For more on Best Global Brands:
bestglobalbrands.com
Follow the conversation: #BGB2017

interbrandAll valuation and funding data featured in this report are sourced
from funderbeam.com and crunchbase.com, and reflect
information available as of 5/14/17.
Interbrand® is a registered trademark of Interbrand. All othertrademarks appearing herein are trademarks or registeredtrademarks of their respective owners. Interbrand does not claim
ownership of any third-party trademark or image contained
herein. Interbrand does not claim to be endorsed by, nor doesit endorse any product, business, or trademark contained inthis document.
Copyright © 2018 InterbrandAll rights reserved.

68

Global Contacts
Global

EMEA & LatAm

North America

Charles Trevail

Gonzalo Brujo

Hermann Beherens

Global Chief Executive Officer

Chief Executive Officer, EMEA & LatAm

Chief Growth Officer, North America

charles.trevail@interbrand.com

gonzalo.brujo@interbrand.com

hermann.behrens@interbrand.com

Gonzalo Brujo

Asia-PacificDaniel Binns

Global Chief Growth Officer

Stuart Green

Chief Executive Officer, USAgonzalo.brujo@interbrand.com

Chief Executive Officer, Asia-Pacificdaniel.binns@interbrand.com

stuart.green@interbrand.com

69

Contributors
Editorial Team

Design Team

Content Team

Sector Contributors

Paola Norambuena

Andy Payne

Alyssa Carfi

Aarif Morbi

Penelope Davis

Janine Stankus

Adam Towers

Colin White

Brandon Ward

Rebecca Robins

Mark Kersteen

Aida Amer

Irina Sapsay

Brian Erdman

Ryan Brazelton

Erick Fugii

Kari Halvorsen

Beto Almeida

Tom Zara

Editorial Contributors

Jasmine Hong

Johnny Trinh

Cornelius Boland

Jez Frampton

Kristian SearLouise Gillis

Dominic Leung

Maria Barea

Eryn Murphy

Andy Payne
Andrea Sullivan

Photography

Susan Peterson

Fell Gray

Alison Cardy

Daniela Rocha

Tina Goldstone

Heather Baillie

Daniel Binns

Pawel NolbertWill Matalene

Isabel Blasco

Evan Gettinger

Priscilla Du Perez

Yuliana Safari

Jessica Shvarts

Jessica Shvarts

Rich Lock

Jim Hoostal

Kate Larrabee

Romain PeliJohn Michael O’Sullivan

Paola Norambuena

Tolga Kilinc

Meghann Frasier

Patrick Lopez

Nicole Diamant

Meghann Fraser

Nina Oswald

Tom Zara

Padmini Mangunta