Post by account_disabled on Jan 6, 2024 5:51:15 GMT
In a pandemic world, changes, also radical ones, are a constant when it comes to the habits of citizens and the evolution of brands . Some have defined Covid-19 as a ' black swan ', a surprising event that no one knew how to see and that is having a transcendental socio-economic impact throughout the planet. Others have defined this situation as a ' white rhino ', something we saw coming but were not prepared for. This translates into consequences for not having been foreseen. "We hope that the world after Covid-19 will not be a 'post-black swan' but a 'pre-white rhino' world. These roaring 20s can be decisive for the future of society and brands that have to anticipate, be agile and adapt to be in the minds of consumers. This is how Bosco Torres, Associate Director, Strategy & Analytic at Interbrand, began his intervention during the webinar 'The Decade of Possibility. Brands that inspire the future of people and businesses' that Interbrand Madrid organized this morning virtually.
During the session they had the participation of the IESE Business School, P&G, Fnac and Estrella Galicia, where they analyzed the role of retail and consumer brands in this new Phone Number List decade. Likewise, they wanted to explain the role of brands in a turbulent world, how they can reinforce the resilience of the business and generate trust in the consumer thanks to three pillars: leadership, engagement and relevance. The truth is that the last few months have been a period of anxiety that has pivoted between fear and hope . This dichotomy has also been reflected in companies that have considered canceling their plans or rethinking the strategy to be more agile. In the case of Procter & Gamble they decided to take that second path. "We have innovation that takes 10 years to develop," Vanessa Prats, general director of Procter & Gamble in Spain, began through a conversation with attendees. «One of the things we are doing is open innovation . With it we create networks and unite with associations and different entities so that an innovation is not made by one company alone, but rather we bring together the knowledge of all of them to make it faster.
It is one of the potential solutions to accommodate the demands of consumers who want these changes now." the pillars of the brands But how can brands fight this tension between fear and hope to achieve a successful future? The reality is that companies have known how to build resistance and trust through 3 fundamental pillars , explained by Bosco Torres. Firstly, leadership through anticipating future risks and being agile in response. As an example: Amazon , a company that has increased its value by 60%. And it is a leading brand that complies with the 4 key spheres of leadership: direction, alignment, empathy and agility. Secondly, engagement with a commitment that goes beyond the transactional, an emotional commitment that brands share with customers, such as purpose. As an example: Apple , the number one brand in Interbrand's Best Global Brands with the most value and a growth of 38%. The spheres that make it the best are: Distinctiveness, coherence and participation. And, Apple has "an aura in its products that changes our lives, and it is true. “Create commitment and, in its case, it is a brand that really does more than it says,” said Torres. And, finally, relevance giving meaning to purchasing decisions, our relationships and uniting consumers with brands.
During the session they had the participation of the IESE Business School, P&G, Fnac and Estrella Galicia, where they analyzed the role of retail and consumer brands in this new Phone Number List decade. Likewise, they wanted to explain the role of brands in a turbulent world, how they can reinforce the resilience of the business and generate trust in the consumer thanks to three pillars: leadership, engagement and relevance. The truth is that the last few months have been a period of anxiety that has pivoted between fear and hope . This dichotomy has also been reflected in companies that have considered canceling their plans or rethinking the strategy to be more agile. In the case of Procter & Gamble they decided to take that second path. "We have innovation that takes 10 years to develop," Vanessa Prats, general director of Procter & Gamble in Spain, began through a conversation with attendees. «One of the things we are doing is open innovation . With it we create networks and unite with associations and different entities so that an innovation is not made by one company alone, but rather we bring together the knowledge of all of them to make it faster.
It is one of the potential solutions to accommodate the demands of consumers who want these changes now." the pillars of the brands But how can brands fight this tension between fear and hope to achieve a successful future? The reality is that companies have known how to build resistance and trust through 3 fundamental pillars , explained by Bosco Torres. Firstly, leadership through anticipating future risks and being agile in response. As an example: Amazon , a company that has increased its value by 60%. And it is a leading brand that complies with the 4 key spheres of leadership: direction, alignment, empathy and agility. Secondly, engagement with a commitment that goes beyond the transactional, an emotional commitment that brands share with customers, such as purpose. As an example: Apple , the number one brand in Interbrand's Best Global Brands with the most value and a growth of 38%. The spheres that make it the best are: Distinctiveness, coherence and participation. And, Apple has "an aura in its products that changes our lives, and it is true. “Create commitment and, in its case, it is a brand that really does more than it says,” said Torres. And, finally, relevance giving meaning to purchasing decisions, our relationships and uniting consumers with brands.