Global Brand Analysis

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Instruction for the Global Brand Analysis assignment
The assignment is asking for you to ‘read’ a little under the surface and to also add some of your
own opinions or other research.
Organization/ format: I would organize the assignment by question. I also think it helps to
show the question in your response. The assignment may be single or double spaced based on
student preference. I would ask that you use a font size of at least 11 for readability.
1) List and describe 2 trends which appear to be driving consumer behavior. Scan the
document for trends that you notice that appear to be interesting for you. Here are
some trends I found – purpose, technology, synergy between people and business,
flexibility in work, diversity and self-development to name a few.
For example, In terms of the purpose trend, when companies create promotional
messages that underscore their commitments to social endeavors, this drives consumer
behavior. There are more and this is a partial list.
To answer this question, I would suggest that students write 2 nice paragraphs related
to each trend.
2) Within the interbrand’s analysis, is listed the 10 components that they evaluated to
determine the leading global brand list (page 30). Pick 2 of these capacities and reflect
on why, in your opinion, these qualities influence value creation and brand loyalty.
This is a personal opinion question which should be undergirded by some understanding
of marketing. For example, if you chose differentiation as a capacity, you would need to
describe what differentiation is (some research online, possibly). I think when
evaluating or explaining the chosen capacities, it is easily explained using products or
services that you are familiar with. For example, I might talk about Dutch Bros coffee
and how they differentiate themselves through their customer focus and broad favor
offerings and how this creates a strong brand loyalty.
If you need to use additional research to substantiate or support your opinions, I
encourage you to do so, though it is not required.
In terms of written length, I would suggest that 2 nice paragraphs (one per capacity)
would be adequate.
3) Evaluate 2 of the top 10 brands and explain why you believe these brands have been
successful globally. (Top 10 brands include Apple, google, Microsoft, coca-cola,
amazon, Samsung, Toyota, Facebook, Mercedes-Benz or IBM)
This is a personal opinion question which should be undergirded by some understanding
of your selected products. It might also help to do some outside research.
One page 37, the article describes 3 ‘hallmarks’ of the top 10 brands. I think that this
could be a good jumping off point for your opinions. In an example that I might write, I
would connect with the quote from the article, “ They have mastered creating
experiences through technology that reinforce the brand itself”. I think that google
continually strives to improve the customer experience. As a recent student, I
continually utilized google products to support my studies. I met with teammates using
google hang out and I continuously use google docs to complete my team assignments.
Etc….
To fully answer this question, I would suggest 2 paragraphs of explanation – one per
capacity.
Rubric
Content – Well analyzed. Evaluate depth of analysis. Students need to provide details which
support their opinions. Additional research may support a students’ position but it is not
required. The answers to each of the questions need to be thorough and complete.
? Points lost if a student doesn’t provide the number of responses requested.
o Question 1 asks for 2 trends
o Question 2 asks for 2 capacities
o Question 3 asks for 2 brands
Written expression – Proper language and grammar observed – minus 1 to 10 points
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—the
closer 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 accelerate
business growth.
3
Growth in a
changing world
Jez Frampton
Global CEO, Interbrand
Growth 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 business
growth, but keeping up with them poses
new challenges. One of the most critical
ways to turn change into growth is by
building and constantly developing a
strong brand.
Brands are how we form opinions and
find 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 with
people’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 primary
means of interaction and a powerful platform
for engagement. At a time when speed to
market, customer centricity, and cultural
alignment 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 to
align with them, and their desires for better
communities and a better world.
60% of millennials
seek employers with
a clear purpose.1
66% of consumers
claim to be willing
to pay more for
products from more
socially responsible
companies.2
4
It’s important to be clear about the nature
of purpose. It’s the organization’s reason
for existing: its most fundamental beliefs
and highest-order aims. It isn’t just
about repackaging a Corporate Social
Responsibility (CSR) strategy. Brands with
strong sense of purpose draw people in,
aligning people inside the organization
while driving momentum outside of it.
84% of executives
believe a shared
purpose contributes
to successful change
and transformation.3
Breaking silos within the organization by
freeing up communication across the
business 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 automated
production to self-driving delivery vehicles,
from programmatic media buying to the
rise of AI in shaping customer interactions.
And new models are emerging that help
companies understand how and where to
invest to ensure brand-driven business profits.
More importantly, technology is changing
people’s behaviors and expectations faster
than 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 plays
a pivotal role. It can be used to create a
detailed image of customers, bringing
brands closer to people every day. When
technology 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’t
necessarily put a business ahead in the
market—it may simply keep it on par. Any
company, from digital native to established
organization, that puts technology first and
brand second isn’t likely to sustain growth.
While people may enjoy the experience,
they aren’t necessarily connecting with the
company 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 which
people 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 the
business agenda smooths the tension
between technology and people, giving rise
to a new type of synergy that’s essential to all
sides 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 to
deliver a unique and valued experience that
reflects 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 and
technology 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 these
complex moving parts, without losing the
personality and humanity that’s characteristic
of the greatest brands.
5
The only constant is change, and we
are 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 this
ever-shifting context, growth becomes
ever more challenging. Businesses need
a medium that clearly communicates
purpose and energizes cultures, a
platform upon which to create engaging
and unique experiences, a means to stay
relevant, meaningful, and valued. In this
changing 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 for
differentiation and growth.
2
People: brands are about people and
how they connect to the purpose of a
business.
3
Technology: helps accelerate growth
and customer proximity, but only
through brands can it deliver meaningful
engagement.
The closer to brands,
the greater the growth
Brand
Business Growth
In conclusion
People
Technology
People: From
culture to
customer
Brands start and end with people.
So it’s important to acknowledge a
significant shift in the way people
interact 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.
8
Growth from
the inside out
Brands start on the
inside with humans,
and are ultimately
delivered on the
outside to humans.
People within an organization are the fuel
for growth—they’re the innovators and
doers, the passion and energy. To harness
this, however, it’s vital to acknowledge
that people change too, which means
organizations must evolve their thinking
along with them. Being attuned and
attentive to people is how an organization
successfully aligns with, attracts, and
retains 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 and
desires is key to shifting the thinking of an
organization.
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
culture
macrotrends
era of purpose and
values (why, not what)
lack of trust in
formal hierarchy
implications
urbanization
learning vs. doing
changing
demographics
millennial workforce
desire for more
flexibility, less process
climate change
hyper-connectivity/
technology
personalized
development:
coach and manager
quality of life/
wellness
freelance
vs. full time
mobility/career
development
hard to change &
adapt due to
over-engineered
processes
quality, pride, and
innovation at risk
9
74% were satisfied
with their jobs if
they felt their work
was meaningful
to themselves, the
company, and the
community.1
of life. On a personal level, people are
looking for places to put their trust, to
affirm 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 a
purpose set on
improving our quality
of life outperform
the stock market
by 120%.2
People will begin to shift away from
companies that are solely focused on the
bottom line. They will turn their attention
towards companies that align with their
values 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 the
organization, but leaders have a critical
role 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, and
creativity are intangible measures
that 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
employee
partners
job
experience
engagement
partners
leaders
coaches
values
behaviors
value customer experiences. Business
growth relies on satisfied customers and
great experiences are driven by satisfied
employees.
The working future
Today, more employees are motivated
by 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 “three
boxes of life” (education, job, retirement),
which means a more flexible approach to
work. 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 when
and how they want.
Diversity
Diversity is about inclusion of people
from all racial, cultural, learning, and
economic backgrounds, elevating skills
that were previously ignored to infuse an
organization with unique ideas and new
ways of working. This challenges the
way companies recruit, mentor, and train,
and will render one-size-fits-all success
metrics obsolete.
10
Self-development
People want to be learning and growing
throughout their lives. They’re focused
on 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 the
creative freedom to innovate or listening
to customers to create more impactful
experiences, “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% of
customers defect
because of product
quality. 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 with
brands is far more fragmented—
sources of information are scattered
and proliferating. Analysts have to be
more creative in the ways they collect
information, and how that information
is aggregated into actionable insights.
Data gathering—when done right—
can provide real, human insights that
build authenticity, relevance, and
engagement—all characteristics of a
strong brand that drives growth.
74% of companies
that over-perform
on revenue growth
create customer
experiences based on
data-driven insights.2
The empathy in analytics
While marketers tend to focus on
measurement and act on the functional,
the emotional component is crucial, both
in 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 to
as human beings. Building empathy into
analysis requires active listening. Data
gathering should be approached as a
collaborative activity, with the goal of
creating better and richer experiences.
Authentic interactions will build trust in
the brand. People can tell when they’re
being 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 comes
through in the brand’s experiences.
From experience to
mutual engagement
Understanding the experience from a
customer perspective, rather than from
the business or brand perspective, is
12
the first step to building engagement.
Experiences that are 100% customerled return to the brand in the form of
engagement 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 and
deepen the relationships they’ve formed
with customers. They’re identifying
methods for measuring the performance
of their engagement strategies, and
developing 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 …
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