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The FutureBrandIndex
Measuringwhatmattersfor
futuresuccess
100
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2The FutureBrand Index FutureBrand
Whats inside?
1.0 Introduction
2.0 Our methodology
3.0 Global top 100 rankings
4.0 What is a future brand
and why does it matter?
5.0 Rankings by sector
6.0 The ones to watch
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The FutureBrand Index 3 FutureBrand
1.0 IntroductionIntroduction
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FutureBrand
FutureBrand FutureBrand
We believe 21stcentury brand strength is bestunderstood in terms of the balance of perceptionsbetween what a company stands for its purpose and how far it delivers on it the resultingexperience. And organizations that strike this
balance will have a competitive advantage inthe future. To test this hypothesis, we set out tomeasure global public perception of the GlobalTop 100 Companies by market capitalization.
Our research highlights that whilst the top 100companies are undoubtedly to be admired fortheir financial performance, only 22 of themqualify as future brands in the opinion of aninformed public.
Why does this matter? Because when people rate acompany highly in both areas, they are more likelyto want to buy from, pay more and work for thatcompany. This gives them an advantage now andin the future that is not dependent on their financial
strength, but could be a driver of it tomorrow.
Organizational reputationhas never mattered more.
In an age of real-time global communicationand transparency, constrained resources andmacro-economic shifts to new centres of power,we are increasingly concerned about the beliefsand behaviours of the companies that provide
the products and services we trust and dependon. Arguably, global perception of thesecompanies makes a difference to their futurereputation and value they inform our decisionsabout what to buy, invest in and where towork. This is why it is critical to understandorganizational brand strength as an input tostrategies for future success. For example,as research by Weber Shandwick has revealed,company reputation provides things like productquality assurance, with 67% of consumers
checking product labels to see what company isbehind them. Despite this, we tend ultimately toreduce our understanding of their performanceand strength to purely financial measures.However, financial value does not alwayscorrelate to perception strength: in other words,a high market capitalization does not guarantee astrong brand, nor inform the billions of everydaydecisions that create our future.
Introduction
What will drive futureorganizational success?
The FutureBrand Index
Being seen as a future brandoffers a competitive advantage.
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FutureBrand The FutureBrand Index FutureBrand
Introduction
We need to broaden ourunderstanding of value.
So it is important to broaden our understandingof value to include how far a company is seento address broader emotional and societal needsand wants from fostering trust to drivinginnovation and being indispensable to our lives
and re-order the top 100 by those measuresas an alternative indicator or Index of futuresuccess. This is not least because they are thedrivers of choice influencing more conventionalmeasures of commercial performance fromsales to price premium and employer of choice.But also because when we look at global opinionaround which of the top 100 companies aremost likely to be moving forward in three years,half of them are not even in the current top 20by market capitalization. In addition to this, our
research shows that the key drivers of a futurebrand relate to strength of perception aroundthought leadership, innovation and authenticity,rather than commercial power.
What will drive futureorganizational success?
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What does this meanfor leaders?
This report aims to demonstrate that it hasnever been more important to understandglobal perceptions of your organization,and that even the most successful companieshave levers they can pull for further competitiveadvantage. It provides a lens for understanding
the drivers of future success by organizationand industry sector based on global publicperception. And perhaps most importantly,it demonstrates that brand strength needs tobe understood as the ability to balance decisionsand perceptions relating to both why you arehere, and what you do, beyond making moneyfor shareholders.
Arguably, the organizations that achieve thiswill create a more positive future for themselves,their customers, investors and society as a whole.
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Pu
rpose
bra
nd Future
bra
nd
Exper
ien
ce
brandCorpo
ra
te
brand
The FutureBrand Index 7 FutureBrand
Our methodology
2.0 Our methodology
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The FutureBrand Index 8
Purpose brands Organizations whoseperception strength is biased towards attributesrelating to Purpose, Inspiration, Authenticity,Innovation, Thought Leadership, Individuality,Indispensability, Resource Management andPrice Premium.
Experience brands Organizations whose
perception strength is biased towards attributesrelating to Personality, Story, Attachment,Consistency, Seamlessness, People, Pleasure,Wellbeing and Respect.
Future brands- Organizations that have verystrong and balanced perceptions across both thepurpose and experience dimensions and can beseen as the most future proof.
We used adaptive conjoint analysis to pick out thecurrent and future drivers, patterns, strengths andweaknesses regarding the different regions andindustries driving our findings, industry sectorrankings and organizations that the informedglobal public believe are the ones to watch.
The qualitative responses, together withFutureBrands expert opinion and knowledge,formed the basis of the sector drivers, the writtencommentary and world clouds for each leadingsector organization and the broader future driversof organizational success.
Quantitative andqualitative analysis
To test our hypothesis about the differencebetween perception and financial performanceof the Global Top 100 Companiesby marketcapitalization, we surveyed 3,030 members of theinformed public in 17 countries around the world*(in the USA, Canada, Brazil, Argentina, Mexico,UK, Germany, France, Russia, Turkey, South Africa,UAE, India, China, Thailand, Japan and Australia).
Respondents were asked questions about thosecompanies based on FutureBrandsproprietarybrand strength model, as well as a series of otherfactors, and provided answers on a multiplechoice and qualitative basis. This formed the basisof our quantitative analysis to develop a newranking of the companies driven by strength ofperception across 18 specific attributes withinthe dimensions of purpose and experience.
This absolute score against those two dimensions
also allowed us to classify the organizationsaccording to one of the following four typologies:
Corporate brands Organizations that haveweaker perceptions in both purpose andexperience and fall into two further categoriesof indifference and admiration.
Our methodology
2.1 Research approach
FutureBrand
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Quantitive& qualitive
analysis
The FutureBrand Index 9
QRi
QRi Consulting is FutureBrands global researchpartner for the FutureBrand Index. Working inclose collaboration, QRi helped to define theresearch approach against FutureBrands initialhypothesis, as well as managing recruitment,questionnaire development, and providingin-depth analysis of the qualitative and quantitative
data underpinning the report. This is informedby QRis extensive research, brand and sectorknowledge and experience as well as theirproprietary QualiQuant methodologies.
PwC
FutureBrand has worked closely with the CapitalMarkets division of PwC in the UK, who kindlyprovided its Global Top 100 Companies by market
capitalization ranking as the basis for this researchand report. The report and its findings have beeninformed by Capital Markets experience andexpertise, but FutureBrand is responsible for allviews, opinion and data emerging from thisresearch unless otherwise stated.
*Quantitative Sample Criteria
Our research respondents were screened as follows:
By informed we mean aware of and knowsomething about at least 7 or more of the worldstop 100 companies our aim was to understandstrength of perceptions and associations of thosepeople who can show reasonable awareness.
21-75 years old, balanced between males andfemales, none were Unemployed or Students.
Top professional, Chairman, MD, VP/SVP or otherVery Senior Manager, Top Level Civil Servant,or similar.
Skilled Professional, Departmental or MiddleManager, Senior Executive, Departmental orHead Teacher, or similar.
Junior Manager, Junior Executive, Shop Owneror Owner of Small Establishment, Class Teacher,Nurse, or similar.
Our methodology
FutureBrand
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10 FutureBrand The FutureBrand Index
Experience
Builds a strong emotional connection:Attributes Personality,
Story, Attachment.
Purpose
Has a clear vision of the future:Attributes Purpose,
Inspiration, Authenticity.
Engaging experience at ever y touch point:Attributes Consistency,
Seamlessness, People.
Redefines the category:Attributes Innovation,
Thought Leadership, Individuality.
Makes lives better:Attributes Pleasure,
Wellbeing, Respect.
Delivers sustainable value:Attributes Indispensability,
Resource Management, Price Premium.
The dimensions andattributes of a future brand
In order to qualify as a future brand,organizations need to have strongand balanced perceptions across thefollowing dimensions and attributes.
N.B.Please see the Appendix for a
detailed definition of each attributeby dimension.
Our methodology
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3.0 Global top 100 rankingsGlobal top 100 rankings
FutureBrand
100
1The FutureBrand Index
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The FutureBrand Index 12 FutureBrand
3.1. Global top 100 rankingsGlobal top 100 rankings
120
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Brand Ranking Difference Market CapRanking*
Sector
Google 1 2 3 Technology
Microsoft 2 2 4 Technology
Walt Disney 3 37 40Consumer
Services
Apple Inc. 4 3 1 Technology
Samsung
Electronics5 13 18
Consumer
Goods
Intel 6 43 49 Technology
Toyota 7 14 21Consumer
Goods
Johnson
& Johnson 8 1 7 Healthcare
Unilever 9 43 52Consumer
Goods
IBM 10 14 24 Technology
Brand Ranking Difference Market CapRanking*
Sector
Facebook 11 18 29 Technology
Boeing 12 64 76 Industrials
SABIC 13 72 85Basic
Materials
Visa 14 28 42 Financials
Nestle 15 5 10Consumer
Goods
Mastercard 16 67 83 Technology
Volkswagen 17 36 53Consumer
Goods
General Electric 18 10 8 Industrials
Gilead Sciences 19 27 46 Healthcare
Abbvie 20 80 100 Healthcare
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The FutureBrand Index 13 FutureBrand
2140
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Brand Ranking Difference Market CapRanking*
Sector
LOreal 21 50 71Consumer
Goods
Coca Cola 22 10 32ConsumerGoods
Procter
& Gamble23 6 17
Consumer
Goods
LVMH MotHennessy
24 53 77ConsumerGoods
Inditex 25 62 87Consumer
Goods
GlaxoSmithKline 26 17 43 Healthcare
Ambev SA 27 31 58Consumer
Goods
Tencent
Holdings 28 10 38 Technology
Siemens 29 25 54 Industrials
Amazon 30 4 34ConsumerServices
Brand Ranking Difference Market CapRanking*
Sector
Pfizer 31 12 19 Healthcare
BerkshireHathaway
32 27 5 Financials
Westpac Banking 33 48 81 Financials
Oracle 34 7 27 Technology
Bayer 35 20 55Basic
Materials
Daimler 36 36 72ConsumerGoods
TSMC 37 45 82 Technology
Eco Petrol 38 57 95 Oil and Gas
Walmart 39 28 11Consumer
Services
3M 40 48 88 Industrials
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The FutureBrand Index 14 FutureBrand
4160
3.1. Global top 100 rankingsGlobal top 100 rankings
4160Brand Ranking Difference Market Cap
Ranking*Sector
ANZ Bank 41 55 96 Financials
BHP Billiton 42 16 26BasicMaterials
Amgen 43 37 80 Healthcare
SAP 44 29 73 Technology
China Mobile 45 20 25Telecom-
munications
Home Depot 46 10 56ConsumerServices
PepsiCo 47 3 50Consumer
Goods
Vodafone48
12 60
Telecom-
munications
CVS Caremark 49 44 93Consumer
Services
Roche 50 16 34 Healthcare
Brand Ranking Difference Market CapRanking*
Sector
McDonald's 51 27 78Consumer
Services
UPS 52 38 90 Industrials
United
Technologies53 10 63 Industrials
Novartis 54 40 14 Healthcare
Royal Dutch Shell 55 43 12 Oil and Gas
China
Construction Bank56 26 30 Financials
Verizon 57 35 22Telecom-
munications
Allied Irish Banks58
9 67 Financials
Novo Nordisk 59 6 65 Healthcare
Petroleo BrasileiroPetrobras
60 30 90 Oil and Gas
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
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The FutureBrand Index 15 FutureBrand
6180
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Brand Ranking Difference Market CapRanking*
Sector
Cisco Systems 61 2 59 Technology
Total 62 25 37 Oil and Gas
American
Express63 12 75 Financials
Bristol-MyersSquibb
64 25 89 Healthcare
Citi Group 65 26 39 Financials
Anheuser-
Busch InBev66 35 31
ConsumerGoods
Schlumberger 67 16 51 Oil and Gas
HSBC 68 48 20 Financials
AT&T 69 34 35Telecom-
munications
Merck 70 37 33 Healthcare
Brand Ranking Difference Market CapRanking*
Sector
Bank of America 71 43 28 Financials
SoftBank Corp 72 14 86Telecom-
munications
Sanofi 73 32 41 Healthcare
BP 74 38 36 Oil and Gas
Toronto Dominion
Bank75 22 97 Financials
Chevron 76
61 15 Oil and Gas
China
Petroleum77
7 70 Oil and Gas
Industrial Commercial
Bank of China78
55 23 Financials
Banco Santander 79
13 66 Financials
Agricultural Bank
of China80
32 48 Financials
3.1. Global top 100 rankingsGlobal top 100 rankings
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The FutureBrand Index 16 FutureBrand
3.1. Global top 100 rankingsGlobal top 100 rankings
81100
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Brand Ranking Difference Market CapRanking*
Sector
Wells Fargo 81 72 9 Financials
Statoil 82 12 94 Oil and Gas
JP Morgan
Chase & Co83 67 16 Financials
CommonwealthBank
84 23 61 Financials
Royal Bank
of Canada85 6 79 Financials
Rio Tinto 86 24 62BasicMaterials
Qualcomm 87 40 47 Technology
Lloyds Banking
Group88
14 74 Financials
Exxon Mobil 89 87 2 Oil and Gas
BASF 90 26 64BasicMaterials
Brand Ranking Difference Market CapRanking*
Sector
British American
Tobacco91 23 68
Consumer
Goods
Petro China 92 79 13 Oil and Gas
ENI 93 1 92 Oil and Gas
Philip Morris 94 49 45ConsumerGoods
Union Pacific 95 3 98 Industrials
Comcast 96 52 44ConsumerServices
Gazprom 97 13 84 Oil and Gas
Bank of China 98
41 57 Financials
ConocoPhillips 99 -- 99 Oil and Gas
BNPParibas SA
100 31 69 Financials
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Vs.
BRAND
FutureBrand The FutureBrand Index 17
3.2 Key findings
1. Financial value andpast performance areno guarantee of futurebrand strength.
The first and most striking finding from ourresearch is that a high market capitalizationdoes not always correlate with strong perceptionsacross our dimensions. In fact, some of the
largest organizations by market capitalizationhave some of the weakest perceptions, and viceversa. For example, Exxon Mobil is currentlyranked at number two by market capitalization,but is at 89th position in the FutureBrand Index.Less dramatic but significant ranking differencesinclude JP Morgan and Petrochina. Alternatively,there are some organizations whose strengthof perception is significantly higher than theirfinancial strength, led by Walt Disney but alsoincluding Intel, Sabic, LOreal and Abbvie whichbenefits from the largest ranking differential of
80 places.
Some of these differences are perhaps reflectiveof broader sector challenges, for example therankings for JP Morgan and PetroChina are typicalof the kinds of differences we see in the financialand oil and gas industries as a whole. However,there is sufficient diversity in the top and bottomperformers to indicate that some organizationsare doing a better job of managing perceptionthan others.
Global top 100 rankings
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FutureBrand The FutureBrand Index 18
2. Being globalmakes a differenceto brand strength.
Regardless of financial strength, organizations thatare better known in individual markets, or whichdepend on fewer markets for their commercialsuccess, tend to suffer from weaker perceptions
in our study. And the best performers tend to begenuinely global, including most of the top 20in our ranking. Of those organizations, 14 areAmerican international companies, which showsthat the USA still dominates the global corporatestage in terms of strength of perception, althoughbeing American on its own does not guarantee ahigh ranking. Wells Fargo is 9 thby marketcapitalization globally, but drops to 81stpositionin our public perception rankings, and Bank ofAmerica is 71st. Similarly, perception strength doesnot seem to be restricted to specific sectors, with
representation across every category in the toptwenty except telecommunications, suggestingthat global reach is as much a driver of perceptionstrength as membership of a particular industry.
3. The value-perceptiongap for brands variesby sector.
Whilst the top 20 organizations tend to be global,and are distributed across the industries, it is clearthat the value-perception gap is different by sectoracross the top 100, and some sectors perform
more strongly than others. For example, financialand oil and gas companies tend to dominatethe top 30% by market capitalization, but largelyappear in the bottom 30% by strength ofperception. 7 of the bottom 20 organisations inthe FutureBrand Index are banks, and 6 are in Oiland Gas, and two of the bottom ten are tobaccocompanies, despite being in the top two thirdsby capitalization. Conversely, technology andconsumer services and goods companiesdominate the FutureBrand Index top 10 and themarket capitalization rankings, with a particular
focus on consumer electronics, FMCG, softwareand entertainment.
This reflects a broader reputational challenge forcertain sectors as a whole particularly banking inthe wake of the global financial crisis that seemsto have a correlation to perceptions of individual
organizations. It is as if people are unable toseparate organizational perception from sectorperception. There are some exceptions to thisrule, including Eco Petrol in the Oil and Gassector that is 57 places higher in the Index rankingthan its financial position. So whilst it is certainlypossible, it would appear that few organizationshave managed to challenge or break out of theircategory positioning to stand for something newin the eyes of the public a possible opportunityfor companies keen to differentiate, or that havea genuine difference they are not being given
credit for.
Global top 100 rankings
3.2 Key findings
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FutureBrand The FutureBrand Index 19
4. Brand awareness isnot enough to drivestrong perceptions.
A further striking finding of the research isthat some of the most famous householdname organizations that share their corporatename with their most famous product areoutperformed in strength of perception bycompanies with significantly lower awareness.
For example, whilst Coca-Cola (22), PepsiCo (47)and McDonald's (51) all enjoy a higher ranking inthe FutureBrand Index than their market capposition, they are still lower than more niche oranonymous organizations without the samehigh levels of public awareness, like Sabic(in 13thposition) in Basic Materials, and Gilead andAbbvie (respectively 19thand 20thoverall) in theHealthcare sector. Other organizations that havesignificant public awareness through globaladvertising and reach like HSBC, or exposurethrough international events and longevity likeBP, enjoy a lower strength of perception rankingin our research than their market capitalizationposition. This perhaps correlates again tonegative or weaker perceptions of their sectoroverall, or individual reputational issues, but itpresumably cannot be reduced to these factorsalone given the often difficult reputation
challenges faced by pharmaceutical companiesand their relatively strong performance in theIndex overall. It also perhaps reflects a broaderpublic preoccupation with consumer electronicsand internet services organizations that havecome to dominate the global discourse around
consumption in the last decade, perhapsovershadowing their still popular but less relevantcounterparts in food and beverage hinting thatGoogle and Apple are the Coca-Cola andMcDonalds of the 21stcentury.
Global top 100 rankings
3.2 Key findings
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FutureBrand The FutureBrand Index 20
5. Chinese companiesand brands are not
yet future proof.
The only two Chinese companies in the top halfof the FutureBrand Index ranking are Tencent(28th) and China Mobile (45 th), with four of theremaining five falling into the bottom quartile,
including ICBC (78
th
) and PetroChina (98
th
), whichare 55 and 79 positions lower than their marketcap ranking respectively. Unlike the majority ofAmerican International companies that havegenuinely global reach, it is arguable that whilstthe largest Chinese organizations are undoubtedlyfinancially strong reflecting Chinas vastconsumer market, growth and economic position they do not yet have strong global perceptions.As a result, they are not as future proof, or asinsulated by strong reputation, as their East Asiancounterparts like Samsung and Toyota that
genuinely address global markets and sellproducts and services to customers worldwide.Toyota is a good example of how brand strengthcan provide some insulation against commercialdifficulties, given its position in the top 10 byperception at a time of global product recalls.
However, whilst this might be true now, it is likelythat as Chinese organizations expand into newmarkets across Asia and beyond, they will beginto benefit from the same awareness as their
better-established global counterparts. We seethis in our ones to watch forecasts with twoof the eight organisations seen to be movingforward in three years time being Chinese. Thekey will be how well these companies manageperception and attend to the balance of purposeand experience, to ensure they are not justfinancially strong and secure across markets, butthat they are the kind of companies people wantto work for, and for whose products and servicesthey are prepared to pay a premium.
Global top 100 rankings
3.2 Key findings
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PUR
POSE
EXPE
R
IEN
C
E
FutureBrand The FutureBrand Index 22
What is a future brand and why does it matter ?
A future brand is a brand that is more likely tosucceed in the future, not just one that is strongnow. This is because it perfectly balances strongperceptions of its purpose in the world with theexperience it delivers. In terms of experience,it ensures that it always has a strong emotionalconnection, delivers consistency across everytouch point and focuses on improving peoples
lives. In terms of purpose, it is seen to have astrong vision for the future, to drive and redefineits category and deliver sustainable businessvalue in everything from resource managementto price differentiation. The balance of these twoelements is vital because it attends to the waywe make decisions in the 21stcentury: avoidinga compromise between what we want nowand what we need later.
It means fast cars with zero emissions, profitabilitywith ethics, taste and health, and shareholdervalue with positive societal impact. This meansthat a future brand is more future proof thancounterparts that only provide immediategratification, or fail to connect their beliefswith their actions in the world.
4.1 What is a future brand?
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0 %
10 %
20 %
30 %
40 %
50 %
60 %
I would like to work for this company
24% Average
I would buy products & services from this company
31% Average
Future brandsWould work for and buy products/services
Corporate brandsWould work for and buy products/services
0 %
10 %
20 %
30 %
40 %
50 %
60 %
I would like to work for this company
24% Average
I would buy products & services from this company
31% Average
FutureBrand The FutureBrand Index 23
Our research shows that this matters fororganizations because when people rate acompany in the Global Top 100 as a futurebrand, 75% strongly agree that they would buyproducts and services from them, 68% stronglyagree that the organization commands a pricepremium, and nearly two thirds strongly agreethat they would work for them. And these
preferences are significantly above the averageperformance across our study. So being a futurebrand is a driver of choice when it comes topurchase decisions, paying a premium andselecting an employer. For example, nearly halfof all those surveyed say they would like to workfor Walt Disney Company and Google (againstan average of 24%), and 48% of our respondentssay they would buy products and services fromToyota (against an average of 31%). This iscompared to organizations with weakerperceptions against our dimensions like Walmart,
McDonalds, Shell and AT&T that have belowaverage appeal to our respondents as placesto work.
4.2 Why does it matter?What is a future brand and why does it matter ?
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FutureBrand The FutureBrand Index
All of the organizations in the Global Top 100are extraordinarily successful by most commonmeasures. However, our findings show that whilstmost benefit from strong perceptions in someattributes, they often have opportunities toimprove the way they are seen in specific areas.We have three further typologies for thoseorganizations that are not classified as futurebrands, based on their scores and degree ofbalance of perceptions across the dimensions.This helps organizations to understand whatlevers to pull for greater success today and inthe future.
4.4 Our typologies
1. Purpose brands
Purpose brands are organizations whoseperceptions are more biased towards a strongvision for the future, redefining the categoryand delivering sustainable value. In this study,these include Gilead Sciences, Oracle andTencent Holdings.Arguably, these organizationswould benefit from strengthening perceptionsin the experience dimensions to drivefurther competitive advantage.
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26 FutureBrand The FutureBrand Index
4.4 Our typologies
2. Experience brands
Experience brands are organizations whoseperceptions are more biased towards buildingstrong emotional connections, an engagingexperience at every touch point and makingpeoples lives better. In this study, these includeCoca-Cola, LVMH Moet HennessyandAmBev SA.Conversely, these organizationswould benefit from strengthening perceptionsin the purpose dimensions to drive furthercompetitive advantage.
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27 FutureBrand
4.4 Our typologies
3. Corporate brands
Corporate brands are organizations whoseperceptions might be more balanced across thedimensions, but are not sufficiently strong toqualify as a future brand. These are divided intotwo further classifications in this study thoseorganizations that are admired and thoseorganizations towards which the public feelmore indifferent.
Admired corporate brandsare those closest tothe top right of the purpose-experience matrix,and therefore the closest to becoming futurebrands. These include Amazon.com, GSK,Berkshire Hathaway, Siemens, Pfizer, Eco Petrol,
TSMC, Westpac Banking, Amgen, China Mobile,
Bayer, BHP Billiton, ANZ Bank, 3M, Daimler,
Walmart, Vodafone, CVS Caremark, Home
Depot, PepsiCo, Roche andNovartis.
The remaining organizations are not necessarily
seen negatively, although our qualitative datapoints to sector-specific need for improvementin some areas, but are perhaps felt to be lessmeaningful or relevant to people. Again, thisis not a matter of awareness or negativeperceptions, but rather weaker perceptionsagainst the dimensions that drive competitiveadvantage in our measures.
This can, in some cases, be attributed toparticularly weak perceptions in specific attributes.Comcast,for example, is in the bottom five inperceptions of attachment and story, andSantander has its weakest perception in theattribute of indispensability. Whereas someorganizations like BNP ParibasandConocoPhillipshave weak perception scoresmore consistently across the bottom five ofevery attribute.
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4.5 Which of the top 100companies are future brands?
Toronto Dominion Bank
BASF
Ind and Comm Bank of ChinaCommonwealth Bank of Australia
Exxon Mobil
Rio Tinto
ENI
Philip Morris
Lloyds Banking GroupPetroChina
Union Pacific Group
British American Tobacco
Bank of China
BNP Paribas SA
QualcommRoyal Bank of Canada
ComcastGazprom
ConocoPhillips
Bank of America
Citi GroupTotal
China Petroleum & Chemical
Softbank Corp
Novo Nordisk
Verizon
Anheuser-Busch Inbev
AT&T
HSBC
Agricultural Bank of China
BP
Allied Irish Banks
Banco SantanderWells Fargo
Petroleo Brasilerio PetrobrasAmerican Express
Sanofi Merck
Chevron
United TechnologiesCisco Systems
Bristol-Myers SquibbMcDonalds
Oracle
Berkshire & Hatherway
Vodafone
Eco PetrolSAP
TSMC
China MobileAmgen
BHP Billiton
PhizerSiemens AG
Wal-martHome DepotPepsi - Co
China Construction Bank
Coca-ColaAmBev SA
CVS Caremark Corp 3M
Tencent Holding Ltd
Intel
IBM
Toyota
Gilead Sciences
Johnson & JohnsonUnilever
VisaMastercard Inc
General ElectricBoeing Co
Facebook IncAbbVie Inc SABICNestle
VolkswagenProcter & Gamble
Inditex
Google
Walt Disney
Apple Inc
Microsoft
Samsung Electron
JP Morgan & ChaseStatoil
UPSRosche
Royal Dutch ShellNovartis
LVMH Moet
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
35% 40% 45% 50%15% 20% 25% 30%5% 10%
Purpose
ExperienceLOW HIGH
LO
W
HIGH
Corporate Brand Experience Brand
Purpose Brand Future Brand
More admiredCorporate brands
Damiler
AmazonGlaxoSmithKline
Australia & New Zealand Bank
Wastpac Banking
LOreal
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What is a future brand and why does it matter ?
The FutureBrand Index 30 FutureBrand
4.6 The purpose dimension:rankings by attribute
Authenticity Inspiration Innovation Thought
Leadership
Individuality Indispensability Resource
management
Price
premium
Purpose
96
97
98
99
100
Authenticity Inspiration Innovation Thought
Leadership
Individuality Indispensability Resource
management
Price
premium
Purpose
1
2
3
4
5
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What is a future brand and why does it matter ?
The FutureBrand Index 31 FutureBrand
4.7 The experience dimension:rankings by attribute
Wellbeing Respect Seamlessness Personality Pleasure People Consistency Attachment Story
96
97
98
99
100
Wellbeing Respect Seamlessness Personality Pleasure People Consistency Attachment Story
1
2
3
4
5
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5.0 Rankings by sectorRankings by sector
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1. Sector leaders, averagesand drivers.
In addition to showing the difference betweenperception and market capitalization acrossthe entire Top 100 Global Companies, our dataprovides industry-specific insights, includingorganizational rankings and drivers by sector
as determined by our informed global public.
Rankings by sector:The sector rankings show the relativeperformance of organizations grouped bysuper-sector only.
Radar maps:The radar maps highlight the perceived strengthsand weaknesses of each sector by each of our18 attributes and an indication of the purpose-experience balance in each case. The maps
also offer a comparison of these strengths andweaknesses of perception between the sectorleader and the sector average.
Sector drivers and organization sentiment:In each case, we summarise the mostimportant drivers of each sector accordingto the informed general public, expressedas what companies in the sector will need to
do to meet their future expectations. We alsocapture specific quotations from respondentsin relation to the top ranked organization.
5.1 What drives successby industry sector?
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Authenticity
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Brand FBIRanking
Difference M arket CapRanking*
Google 1 2 3
Microsoft 2 2 4
Apple Inc. 4 3 1
Intel 6 43 49
IBM 10 14 24
Facebook 11 18 29
Mastercard 16 67 83
Tencent Holdings 28 10 38
Oracle 34 7 27
TSMC 37 45 82
SAP 44 29 73
Cisco Systems 61 2 59
Qualcomm 87 40 47
34
Rankings by sector
Technology
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Purpose
Price premium
Indispensability
Innovation
Pleasure
Consistency
Resource
Management
Seamlessness
Wellbeing
Respect
Simplicity
Pleasure
Innovation
Indispensability
Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future
Google
Sector Average
Peaks
Key
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Purpose
Price premium
Indispensability
Innovation
Pleasure
Consistency
Comparison to sector average
Google enjoys stronger perceptions acrosssimilar relative scores by attribute.
Relative perceptionstrengths + weaknesses
Resource management
Wellbeing
RELIABLEMOTIVATEDCONTINUOUSBESTWORLDVISION EMPLOYEESUSERS
DEVELOPING LEADERSCOMPANYSERVICEPOTENTIALWAY
MOTIVATED
MOTIVATED
RECORD
NEW
MOTIVA
TED
PEOPLESERVICES
IMPROVING FAST
INNOVATIVE
GLOBAL FUTURETIME
ENGINEPRODUCTSPOTENTIAL
BRANDTECHNOLOGYBIGGER
IDEASNEEDS
IDEAS
LEADS
THINK
KNOW
MEANS
WORKING
GOOGLE
SEARCHMARKETEXCELLENTWORLDWIDEGROWINGCONNECTIVITYINCEPTIONUSERS
From its inceptionit has not stopped
improving its overallday-to-day services,it gives solutionsto people.
Argentina, consumer
It is a companythat cares about
employees andmakes them feelmotivated togive 100%.
Turkey, consumerIt is a company with foresight,it is reliable and very useful ineveryday lives.USA, consumer
Everyone uses it.Germany, consumer
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Comparison to sector average
Walt Disney enjoys stronger perceptions
Relative perceptionstrengths + weaknesses
Its a company thatdedicates itself to
family entertainment,particularly childrenand adolescents.It covers interests ofall ages, cultures andsocio-economic levels.
Germany, consumer
It is constantlyinnovating,
dreaming, andgiving happinessto people.
USA, consumer It is always adapting tooffer better servicesand products.India, consumer
People will alwaysneed entertainment.Canada, consumer
ENTERTAINMENT
ANIMATED
FAMILYCHILDRENFUNSTRONG
GOOD DISNEY
ENTRY
POPULARITY MULTINATIONALFILMSCUSTOMERGOOD
PERMANENTINTRODUCING SELLING
CREATESEMPLOYEES
PRODUCTSTHINKING PROVIDESMAKEADAPTSDAY
CULTURES AWARENESS
ADOLESCENTSVISIONARY
EM
PIREINNOVATIVE
SOCIO
WALT
HUGEBROAD
LEVELS
WO
RK
DREAMSBEST
DIFFERENTEXPERIENCE
CHANGES
Story
Individuality
Pleasure
Authenticity
Thought Leadership
Resource Management
Innovation
Indispensability
Seamlessness
in the story attribute.across all attributes, with the biggest difference
37 FutureBrand
Consumer ServicesRankings by sector
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
hought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
Brand FBIRanking Difference M arket CapRanking*
Johnson & Johnson 8 1 7
Gilead Sciences 19 27 46
Abbvie Inc. 20 80 100
GlaxoSmithKline 26 17 43
Pfizer 31 12 19
Amgen 43 37 80
Roche 50 44 6
Novartis 54 40 14
Novo Nordisk 59 6 65
Bristol-Myers Squibb 64 25 89
Merck 70 37 33
Sanofi 73 32 41
Rankings by sector
Healthcare Indispensability
Innovation
Attachment
Consistency
Wellbeing
Resource
management
Personality
Story
Seamlessness
Pleasure
Adapting to an increasing
target audience
Scientific innovation
Wellbeing
Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014 Johnson & Johnson
Sector Average
Peaks
Key
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Comparison tosector average
J&J enjoys stronger perceptions acrossallattributes, withthe biggestdifferences withintheexperiencedimension.
Relative perceptionstrengths+weaknesses
They areinnovative,always have brilliant
ideas and feedback fromconsumers, have highethicsandbelievethatlooking after the peopleis prioritynumberone.
S.Africa, consumer
Itsa reliablecompany,with
high quality andrespectfor theconsumer.
Brazil, consumer
They offer a variety ofqualityproductsandcontinuously innovate.Japan, consumer
PEOPLE
GOOD
USE SATISFYING LIFESTRONG
GOOD
RESEARCH
NEEDS
PRODUCTS MULTINATIONAL THINGS FEEDBACK
PERMANENT INTRODUCING
SATISFYINGCREATESNEGATIVE
PRODUCTS THINKING PROVIDESLOVE PROLONG DAY
CONSUMERS ASSOCIATED
POTENTIAL VISIONARY
OFFERS
CONTINUIN
GTODAY
TODAY
HIGHBROADGREW
WO
RK
QUALITYHIGHRELIABLEGENERAL
Innovation
Price premium
AttachmentConsistency
Indispensability
Resource Management
Inspiration
Thought Leadership
TOU
CH
LON
G
USEDOING
FEEDBACK ASSOCIATEDBUILT
J&Jis doinggoodfor society.
Australia, consumerThe FutureBrand Index 39 FutureBrand
Rankings by sector
Healthcare
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
Brand FBIRanking Difference Market CapRanking*
Samsung Electronics 5 13 18
Toyota 7 14 21
Unilever 9 43 52
Nestle 15 5 10
Volkswagen 17 36 53
LOreal 21 50 71
Coca Cola 22 10 32
Procter & Gamble 23 6 17
LVMH Mot Hennessy 24 53 77
Inditex 25 62 87
AmBev SA 27 31 58
Daimler 36 36 72
PepsiCo 47 3 50
Anheuser- Busch InBev 66 35 31
British American Tobacco 91 23 68
Philip Morris 94 49 45
Rankings by sector
Consumer Goods
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Purpose
Authenticity
Innovation
Thought Leadership
Pleasure
Story
Consistency
Resource
Management
Inspiration
Wellbeing
Respect
Seamlessness
People
Increasing variety
of goods
Product quality
improvement
Pleasure
Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future
Samsung Electronics
Sector Average
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Key
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Comparison to sector average
Samsung enjoys stronger perceptions across
all attributes, with the biggest differences in
the innovation and purpose attributes.
Relative perceptionstrengths + weaknesses
It is one of the bestcompanies that searchesfor all ways to providesatisfaction, as well as toprovide for the well-beingof the customer.
UAE, consumer
It is a companythat is settingtrends more thananyone else inthe area ofmobile phones.
France, ConsumerAlways moving forward.
UK, consumer
Because it is expanding anddiversifying its product lines.I see that it has an enormous future.Argentina, consumer
COMPANY
GOOD
DEVELOPMENTMARKET
QUALITY
FUTUREPRODUCE CONTINUING LEADING CUSTOMER
ELETRONICSSATISFYINGFOREFRONT
PRODUCTS FAST SEEKING
FUNCTIONSASSOCIATEDCUSTOMER FUTURE
CONTINUIN
G
LARGE
GENERAL
Innovation
Attachment
Thought LeadershipIndividuality
POP
ULAR
BR
AND MARKET
POPULAR FUNCTIONSKNOWN
Resource management
Inspiration
Thought Leadership
TECHNOLOGY
TIMETRENDS
FAST
e at ve percept one at ve percept onstrengt s + wea nessesstrengt s + wea nesses
InnovationInnovation
AttachmentAttachment
Thought LeadershipThought LeadershipIndividualityIndividuality
Resource managementResource management
InspirationInspiration
Thought LeadershipThought Leadership
41 FutureBrand
Consumer GoodsRankings by sector
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
42
Brand FBIRanking Difference M arket CapRanking*
Boeing 12 64 76
General Electric 18 10 8
Siemens 29 25 54
3M 40 48 88
UPS 52 38 90
United Technologies 53 10 63
Union Pacific 95 3 98
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
IndustrialsRankings by sector
Innovation
Thought Leadership
Authenticity
People
Attachment
Resource
Management
Inspiration
Seamlessness
Personality
Advanced technology
Expertise
Pleasure
Innovation
Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future
Boeing
Sector Average
Peaks
Key
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Comparison to sector average
Boeing enjoys stronger perceptions across
similar relative scores by attribute, especially in the story,
individuality, people and pleasure attributes.
Relative perceptionstrengths + weaknesses
It will dominate theaeronautics market of
this century, given theircapacity for developmentand production.
Russia, consumer
They are onthe cutting
edge oftechnology.
Canada, consumerIt stays a step ahead of itscompetitors in terms oftechnology.Turkey, consumer
It is a great,robust company.Thailand, consumer
AVIATION
DEVELOPEDDEMANDS
CONTINUING
TECHNOLOGYCENTURY EFFORTS FEELING
ELECTRONICS
SATISFYING
FOREFRONT
FEELINGFAST OVERSEAS
AERONAUTICSFUTURE
AERONAUT
ICS
PLANE
WORK
GENERAL
Innovation
Thought leadership
Authenticity
PurposeStory
People
Pleasure
INDUSTRY
PEOPLE
POTENTIAL
DEMANDSTRAVEL
Resource management
Respect
Wellbeing
Seamlessness
PRODUCTHUMANAHEAD
REASON
PLANEGLOBAL AIRDESIGNED
EFFO
RTS
GIVEN
BOE
ING
BUSINESS
TRAVELPREGRESSINGCENTURY
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Rankings by sector
Industrials
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
44
Brand FBIRanking Difference Market CapRanking*
Eco Petrol 38 57 95
Royal Dutch Shell 55 43 12
Petroleo Brasileiro Petrobras 60 30 90
Total 62 25 37
Schlumberger 67 16 51
BP 74 38 36
Chevron 76 61 15
China Petroleum 77
7 70
Statoil 82 12 94
Exxon Mobil 89 87 2
Petro China 92 79 13
ENI 93 1 92
Gazprom 97 13 84
ConocoPhillips 99 -- 99
Rankings by sector
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Oil and Gas Innovation
Purpose
Authenticity
Indispensability
Story
Resource
Management
Inspiration
Price premium
Wellbeing
Sustainability
New resources research
Community care
Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future
Eco Petrol
Sector Average
Peaks
Key
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Comparison to sector average
Eco petrol enjoys stronger perceptions in all attributes
except story. The biggest differences are in most of the
attributes of the Purpose dimension, particularly in
resource management.
Relative perceptionstrengths + weaknesses
It is a company withan ecological conscience
that aims for thenecessities for thefuture global population.
Mexico, consumer
Because it isgeared toward
better controlof theecosystem.
Brazil, consumer Green energy is increasinglyimportant. We live in agreen age.
USA, consumer
An outstandingand efficient company.China, consumer
FUTURE
THINK
PROTECT
CONSCIENCE
ENVIRONMENT
CREATIVITY
ENERGY
RELIABLE
EMPLOYEES
GREEN
FUEL
Resource management
Individuality
Innovation
PurposeWellbeing
Consistency
CO
NTROL
BIGGER
WORLD
HELP
ENVIRONMENTALLY
Story
Pleasure
GRE
EN
OILCLIMATE
CARESTRUST
BIGGER
ISSUEYEARSPEOPLE
JUST
FOCUSEDECOLOGY
WANT
ENGINE GREEN
BIGGERCLEANER
MAKES
WORLDFASHIONABLE
ECOSYSTEM CLEAN
IMPROVED BENEFITFOCUSED
The FutureBrand Index 45 FutureBrand
Oil and GasRankings by sector
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
46
Brand FBIRanking Difference M arket CapRanking*
SABIC 13 72 85
Bayer 35 20 55
BHP Billiton 42 16 26
Rio Tinto 86 24 62
BASF 90 26 64
Rankings by sector
Basic Materials Thought Leadership
Innovation
Purpose
Story
Attachment
Wellbeing
Resource
Management
Trust
Environmental
protection
Diverse range of
quality products
Sector strengths by attribute: Sector weaknesses by attribute: Consumer defined sectordrivers for the future
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
SABIC
Sector Average
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Key
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Comparison to sector average
Sabic enjoys stronger perceptions in all attributes.
The biggest differences are in the purpose, thought
leadership and consistency attributes.
Relative perceptionstrengths + weaknesses
It is a deeply-rootedcompany, and it relies
on credibility, its strongcapital and quality ofservice.
UAE, consumer
They provideexcellent services
and they rapidlygrow.
India, consumerThey have manyresources and a goodvision for the future.Mexico, consumer
Its creativity, through itsexcellence in service.Argentina, consumer
RESOURCES
EXCELLENT
GREATCOMPANYPROVIDING
CREATIVITY
WORLD
GOOD
GROWING
GROWIN
G
BACKING
DIFFERENT
Thought leadership
Purpose
Authenticity
ConsistencyAttachment
Seamlessness
ST
RONG
EC
ONOMIC
DAY
FUTURE
Resource management
OILPLAN
AVAILABILITY
EXCELLENTFUTURE
ARAB
FINANCIALSTRONG
CREDIBILITY
SERVICES
CENTURY
MEDIA
BASEARAB
STRONGPOTENTIAL
RELIESROOTED
GREATBOOM
RELIES
RAPIDLY
LOTVISION
POTENTIAL
PLAN
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Rankings by sector
Basic Materials
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
48
Brand FBIRanking
Difference M arket CapRanking*
Visa 14
28 42
Berkshire & Hathaway 32
27 5
Westpac Banking 33
48 81
ANZ Bank 41
55 96
China Construction Bank 56
26 30
Allied Irish Banks 58
9 67
American Express 63
12 75
Citi Group 65 26 39
HSBC 68
48 20
Bank of America 71
43 28
Toronto Dominion Bank 75
22 97
Industrial Commercial Bank of China 78
55 23
Banco Santander 79
13 66
Agricultural Bank of China 80
32 48
Wells Fargo 81
72 9
JP Morgan Chase & Co 83
67 16
Commonwealth Bank 84 23 61
Royal Bank of Canada 85
6 79
Lloyds Banking Group 88
14 74
Bank of China 98
41 57
BNP Paribas SA 100
31 69
Financials
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Rankings by sector Indispensability
Thought Leadership
Authenticity
Purpose
Attachment
People
Resource
Management
Pleasure
Respect
Iconic leadership
Ethics
Innovation
Creating confidence
drivers for the future
Visa
Sector Average
Peaks
Key
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Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sector
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Personality
Story
Attachment
Seamlessness
Pleasure
Well being
Inspiration
Innovation
Thought leadership
Individuality
Resource management
Price premium
People
ConsistencyIndispensability
Purpose
Respect
Authenticity
Brand FBIRanking
Difference M arket CapRanking*
China Mobile 45 20 25
Vodafone 48 12 60
Verizon 57 35 22
AT&T 69 34 35
SoftBank Corp 72 14 86
50
China Mobile
Sector Average
Peaks
Key
Rankings by sector
* Source: PwC Global Top 100 Companies by Market Capitalisation 2014
Thought Leadership
Innovation
Purpose
Consistency
Resource
Management
Seamlessness
Story
Technological
innovation
Broaden
consumer appeal
IndispensabilityTelecommunications
drivers for the future
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Brand FutureRanking
FB/CB/PB
Global100Position
Sector
1 CB 31 Healthcare
2 CB 78 Financials
3 PB 28 Technology
4 CB 53 Industrials
5 CB 30 Consumer Services
6 PB 34 Technology
7 CB 26 Healthcare
8 CB 37 Technology
53 FutureBrand
The ones to watch
One of the key data points in our analysis wasrespondent perception of how far organizationsare moving forwards today and in the future.When we analyzed those organizations most
likely to be moving forwards in three years time,excluding those already classified as future brands,eight companies performed most strongly.
If we consider perception of latent potential andmomentum as indicators of future success, wethink these eight organizations are ones to watchover the next three to five years and have theopportunity to improve both their FutureBrandIndex and market capitalization ranking. Strongperception of the potential of these specificorganizations also reinforces broader globalindicators that the technology sector will continueto thrive and generate value, in keeping with theon-going technology-driven transformation ofour commercial and personal lives fromubiquitous online retail driven by companieslike Amazon.com to the invisible yet vitalsemiconductor products that power modern lifeprovided by TSMC, and software companies like
Oracle who are at the forefront of making senseof our relationship with data for the 21stcentury.Couple this with a globally ageing population,a preoccupation with personal health and risingmiddle class discretionary income, and it isperhaps no surprise to see people emphasizethe role pharmaceutical organizations will havein improving our future. This echoes the strongperformance of life science organizations likeAbbvie and Gilead Sciences in the top 20 of ourrankings. Finally, whilst Chinese organizationsmight not yet be future proof as a function oflimited global reach or weaker understanding,two of the ones to watch are Chinese marketleaders, suggesting that the full impact of northAsian organizations across sectors has yet toreveal itself.
6.1 The ones to watch
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The ones to watch
6.2 Future drivers
There are three dominant future drivers emergingfrom our research into public perception of thetop 100 global companies.
1. Technology, consumerfacing and entertainmentcompanies will continue
to dominate.The first and most obvious is that technology,consumer facing and entertainment companieswill continue to dominate public perceptionand the capital markets. This is underscored bythe parity of performance of these organizationsat the top of the market capitalization andFutureBrand Index rankings. The smaller the gapbetween public perception across purpose andexperience and financial value today indicates
that these organizations are not just strongcommercial performers now, and benefit fromadvantages like purchase preference, pricepremium and employer appeal, but that theyare also more future proof by our measures.
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The ones to watch
6.2 Future drivers
2. Ethics will be a vitaldifferentiator for
Financial, Oil and Gasand Energy organizations.
The second, and this reinforces challenges
already known to the sectors, is that ethicalbusiness practices will be a vital differentiator forFinancial, Oil and Gas and Energy organizations.Those companies that can demonstrate they areleading change in their industry in relation toobvious areas like the environment and corporatesocial responsibility, will not only better attend tostakeholder needs, but also will differentiate fromtheir competition. This is not least because thesectors still seem to be hampered by broadlyweak or negative perceptions in the wake of theglobal financial crisis and concerns about the
viability of our dependency on fossil fuels: hencethe larger negative disparity between market capand FutureBrand Index ranking for most of theorganizations in these sectors.
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The ones to watch
6.2 Future drivers
3. An appetite forincreased simplicity andconvenience in consumer
products and services.
The third driver relates to an appetite for
increasing simplicity and convenience inthe consumer products and services sectors.As technology continues to integrate differentaspects of our lives, from the things we buyto the services we depend on, our social livesand our personal data and wellbeing, people willlook to the largest organizations in the world tomake life easier. This expectation has, no doubt,been partly created by the powerful positiveimprovements the top ten organizations in theFutureBrand Index have brought to our lives inthe last decade making everything from global
mapping, instant global information, the mobileinternet and communications, home computing,workplace productivity, on-demandentertainment, sustainable consumer goods andnext generation hybrid fuel technologies availableto the mass market for the first time in history.
Given the scale and reach of these changes
driven by the worlds largest organizations,it is perhaps no coincidence that the totalmarket capitalization of the Global Top 100Companies has increased exponentially overthe past five years, and that there is a significantdifferential between the largest companies bymarket cap and those at the bottom of theranking for example, #1 Apple is valued atsomething like $400bn more than #100 AbbvieInc. The performance of these companies interms of strength of perception and financialvalue offers a guide to other companies looking
to define their category and the broader marketover the coming decade, not least in termsof addressing their balance between whythey are here and what they deliver in reality.
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1. Builds a strongemotional connection.
Personality
Consumers perceive the same kind of personalitytypes in brands as in people and seek outbrands that exhibit their desired personality traitsby category. Perceptions of a strong and clear
personality are critical to emotional connection.There are 5 key personality dimensions: sincerity,excitement, competence, sophistication andruggedness.
Story
People build their identities around narratives where they are from, who they know, what theyhave achieved and are drawn to brands withstrong stories as a result. The strongest stories are
those that are created around archetypes universal ideas and characters that transcendcultures to touch all of human experience.
Attachment
Attachment Theory has shown that what we thinkof as love or emotional connection can actuallybe understood in terms of degrees of attachmentand attachment styles developed through
continuous social interaction. The ideal state forpeople, as for brands, is of a secure attachment,in which unquestioned trust and positivedependency is developed through experience.
Appendix
Experience dimensionsand their attributes
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2. Engaging experienceat every touchpoint.
Consistency
Brands are a promise of consistent experience.We use them as heuristics mental shortcuts ina world of choice and limited time to avoid riskand recreate good experiences. It is vital,
therefore, that our experience of a brand acrossdifferent touch points is as consistent as possibleto avoid reducing our belief in the brand being asafe option next time. This means it should lookand sound the same, have the same taste andingredients, communicate the same ideas ordeliver the same performance quality every timeyou encounter it from eating a meal to standingin a queue for the till.
Seamlessness
We live in a world where the physical and digitalenvironments have merged. It is possible tointeract with a brand in multiple channels inparallel and we want the brand to acknowledge
and optimize our personal experience with that inmind. It is not enough for brands to be consistent.The connectedness of a brand, and theintelligent use of data to personalize everyinteraction in real-time, is vital to a feeling that weare at the heart of a customer-centric experience.
People
How people behave, from leaders of corporationsto customer care representatives in call-centres, isa critical part of our brand experience. The extentto which those people seem to believe in their
work, care about us personally and follow throughon their commitments determines how strong wefeel the brand to be. In the end, technology canenable self-service and efficiency, but people areat the heart of engagement.
Appendix
Experience dimensionsand their attributes
Appendix
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3. Makes peopleslives better
Pleasure
The best brands bring us pleasure. From sensorialexperiences to pride of ownership and the delightof a high quality product, brands should triggerpositive feelings. When they do, they improve
our experience of life and we want to share themwith others and recreate the same pleasures asoften as possible. The extent to which anorganization, product or service is associatedwith human pleasure is an important ingredientin brand strength.
Wellbeing
People are increasingly preoccupied with theirgeneral wellbeing from mental and physicalwellness to spiritual health. In addition to bringingus pleasure, brands have an opportunity to
contribute to that wellbeing by focusing onhuman needs and interests and considering whatis good for people in consumer, organizationaland community life. The more a brand is felt toimprove wellbeing, the more it will be connectedwith making peoples lives better.
Respect
Brands need to demonstrate that they respectpeople and the broader environment in whichthey operate. This can mean everything fromrespecting human difference and diversity to
careful stewardship of natural resources andcourtesy in a customer interaction. It is a functionof empathy and critical to creating trust andloyalty by helping people to build and maintainself-esteem. The more a brand can show it doesthis through its experience, the more authenticallyit will be felt to improve life in the broadest sense.
Appendix
Experience dimensionsand their attributes
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Appendix
Purpose dimensionsand their attributes
4. Compelling visionfor the future.
Purpose
We are increasingly drawn to brands with a strongsense of why they are here beyond the act ofmaking money. This purpose is an articulation ofcore beliefs with which people can identify. It also
guides the brand or organization towards thefuture it wants to see, and is the motivationalforce that gets people up in the morning. Its whatthe brand or organization is here to do, ratherthan a list of its attributes, features or benefits.
Inspiration
For a vision to be compelling, it has to inspirechange and action. Inspiration is figuratively aboutthe process of being mentally stimulated to do orfeel something, and especially to do something
creative. Brands that inspire people to change forthe better and help them to see what could bepossible in the future are the most compellingchoice for today.
Authenticity
A brand can have a lofty vision, but it needs toconnect genuinely to the task of an organizationor the qualities of a product or service. We needto see the relationship between the future a brand
wants to create and what it can legitimatelydeliver today, not least so that we can realisticallyparticipate in creating that future for ourselvesthrough consumption, investment oremployment.
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5. Redefines the category.
Innovation
A brand needs to go beyond change or noveltyfor its own sake, and instead focus on inventingproducts, services or experiences that aregenuinely useful. Being known for this kind ofinnovation means that a brand focuses onadapting to the changing needs of its customers,
consumers or market, rather than incrementallyimproving against its competition, and has morechance of shaping the future of its category asa result.
Thought Leadership
Strong brands are always driven by strong ideas,and are unafraid of expressing clear views abouttheir category, market or the broader world.They take a position and defend it withconsistency and evidence. They want to informwhat we think and how the world understands
what they offer, rather than allowing other peopleto define it for them.
Individuality
Above all, strong brands are differentiated fromtheir competition. They express a unique identity,values and personality that help them to stand outand be easily recognized. This is often at the costof fitting in and playing to category norms, whichcalls for a clear sense of who they are, why they
are here and how it is of benefit to their customeror consumer.
Appendix
Purpose dimensionsand their attributes
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6. Delivers sustainable value.
Indispensability
Would the world, or your life, be worse if thebrand ceased to exist tomorrow? In what way andwould there be a credible alternative? The keyto delivering brand value over the long term isto be seen as vital to peoples lives today: to besomething we cannot live without. This applies to
organizations as much as products and servicesand the stronger the perception of indispensability,the more likely it is that the brand can be seen toaddress the fundamental needs of its stakeholdersor customers.
Resource management
Does the brand make the best use of availableresources from people to materials and energy?Increasingly, brands are scrutinized for theirsupply chain and ethical credentials as much astheir price, availability and quality. Organisationsare expected to consider their environmental,
economic and social impact in the normal courseof business. And the same considerations areincreasingly important drivers of consumer choicein categories as diverse as food, fashion andautomotive. It is no longer a matter of greenwashing or environmentalism the imposedsacrifice of comfort and progress to save theworld but a requirement to make the bestuse of what we have and consider our impactfor the long term.
Price premium
Brands bring measurable asset value to anorganization. The stronger they are, the morevaluable the product, service or companybecomes. Sustainable business cannot beachieved without consumers, customers orinvestors being prepared to value your brand
more highly than an equivalent competitor.Which means a willingness to pay more to benefitfrom the brand when presented with a choice.Or feeling that there is no equivalent alternative.
Appendix
Purpose dimensionsand their attributes
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Thank you!
For further informationplease contact:
Damien Moore-EvansGlobal Marketing Manager
DD. +44 (0)20 7067 0595M. +44 (0)7920 590345F. +44 (0)844 875 1520
Follow me: @BranD_M_E
Follow @FutureBrand
dmoore-evans@futurebrand.com
2 Waterhouse Square140 HolbornLondon EC1N 2AE
fblog.futurebrand.comwww.futurebrand.com
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