Branding in the Post-digital World Interbrand | Pg.

a
Branding in the
Post-digital
World
Creating and managing
brand value
TM
Interbrand | Pg. 1
Branding in the Post-digital World
Introduction:
At Interbrand, we have a vision that
shapes the way we think about brands.
It is that Brands have the power to
change the world. This may sound like a
bold statement, but its true. Brands are
everywhere, inuencing peoples daily
lives. Everyone aspires to certain brands,
is dened by the brands they buy into, and
derives comfort and reassurance from the
brands they associate themselves with.
Peoples behaviors, attitudes and even their
values are all inuenced by brands on a daily
basis.

As we work with our clients around the
world, we have noticed a subtle and
increasing trend away from consumers
simply being inuenced by brands, to the
point where brands are increasingly being
controlled and shaped by consumers. The
brand is certainly owned in a legal sense
by the company, but it is increasingly co-
created and evolves on a daily basis. The
primary drivers of this distinct trend are, of
course, the huge changes in the way people
live their lives in this digital, or post-digital,
age. Brand owners need to address these
changes soon, or risk being left behind in a
fast-moving world.
During 2011, we surveyed more than 800
companies about their digital strategy and
uncovered some worrying implications for
brands. Some 16 percent said their company
was digitally inactive and although most
respondents feel that the objectives of
their digital strategy are clear, two-thirds
acknowledge that decisions relating to this
strategy are made in a fragmented way. As
this paper outlines, this lack of consistency
and clarity will heighten the challenges of
brand management in a world of digital
conversations and interactions. Almost more
worryingly, less than half of the digitally
active companies we surveyed have a social
media policy, and as we will demonstrate,
being part of the all-pervasive conversations
is critical to successful brand management in
a post-digital world.
1. The holistic view how brands
must catch up with consumers
It is clear that the explosion of digital media
from social networks and smartphone
apps to online forums and blogs has
fundamentally changed brands and
branding. In what is often called the post-
digital world, digital is not just another
channel or a bolt-on to how brands are
managed it is fundamental to the way
brands are. So when we speak to our clients
about digital, we stress the importance of
creating a holistic strategy for the brand, not
merely a digital strategy. In other words, a
complete brand strategy t for the world we
live in today, where many if not most
brand touchpoints will be digital, or digitally
enhanced.
Why? Most of us have always wanted to
experience brands as a series of seamless,
connected experiences, where visiting an
organizations retail outlet, talking to a staf
member or visiting their website all feel the
same. Marketing professionals have all heard
Branding in the Post-digital World Interbrand | Pg. 2
this in focus groups; some choose to listen
to it, and others dont. The diference is that
thanks to digital media, we, as consumers,
can now demand a seamless experience,
compare and discuss alternatives ofered by
competitors and quickly switch brands if we
see t.
In order to at least keep up with this new
reality, we must increasingly view the brand
strategy as the business strategy brought to
life across the organization (see Figure 1.0
above). Moreover, companies need to deliver
against this in a compelling, distinctive and
desirable way, which people (employees,
customers and other stakeholders) can easily
understand, relate to and act upon.
At Interbrand, we therefore dene brands as
living business assets, brought to life across
all touchpoints, which, if properly managed,
create identication, diferentiation and
value. If you think of brands as living
business assets, then you start to think
of them as being alive, organic, uid and
dynamic. They do need managing, but
brands also need to be protected and
nurtured if they are to grow and reach their
full potential. This is especially true in a post-
digital age, when brand owners no longer
have total control. If brand management
used to be a passive, monitoring process
largely focussed on brand identity, nowadays
it has become an active leadership process
that afects beliefs, actions and behaviours
across the whole organization.
In this new world, brands cannot be created
in isolation. They exist in many dimensions,
with many incarnations and with changing
or evolving expressions. Understanding
this new, dynamic context begins with a
new way of thinking about the relationship
between business and consumers.
2. From B2C and B2B, to B&C and B&B
Many of you will be familiar with the
language of B2B and B2C (business-to-
business and business-to-consumer).
But those phrases belong to a time when
brands were largely seen in terms of
communications, with messages being
dispatched from businesses to consumers.
As the Cluetrain Manifesto
1
predicted,
markets have become conversations and
these conversations are expanding in
scope every day (consider how Twitter has
changed online debate). In this complex
web of interaction it is inefective to
simply issue brand guidelines in the hope
of guaranteeing consistency. Brands dont
just exist in 2D form anymore they are
experienced in 4D, sensual surround sound,
and they are heavily inuenced by the ever-
growing conversations within markets.
This change had already started to happen
before digital media came along, with
organizations placing increasing importance
upon listening to consumers, research and
relationship marketing. But branding in a
post-digital world requires a genuine leap.
As Figure 2.0 illustrates, the worlds of
businesses and consumers are increasingly
overlapping. Consumers and businesses now
co-create brands, facilitated by the explosion
of digital media and interaction. This
Business
strategy
Brand
strategy
Human
resources
Sales
Marketing
Manufacturing/
Operations
Distribution
R&D
Figure 1: Using the brand to bring the business strategy to life
Finance
1
Levine, Locke, Searls and Weinberger (second ed, 2001) The Cluetrain Manifesto: The End of Business as Usual. See www.cluetrain.com
Branding in the Post-digital World Interbrand | Pg. 3
Business
Business
Business
Brands exist today as a
constant relationship between
business and consumer
B2C
(1980s)
B&C
(today)
Brand experience
Consumer
Consumer
Consumer
Brand communications
Brand dialogue
overlap means that brand managers need to
focus more on understanding, inuencing
and engaging, and less on regimenting,
controlling or educating. Nowadays, brands
need to be moulded, shaped and guided
to ensure relevance to, rather than being
imposed upon, customers and staf alike.
Consequently, at Interbrand, we increasingly
think in terms of businesses and consumers
working together to create brands: B&B or
B&C, not B2B or B2C. Consumer-created
content and conversations are steering
brand image, reputation and choice.
Certainly, the degree to which the business
and the consumer overlap will depend on
the category in which the brand operates.
The task of the brand owner is to understand
that overlap and how it afects the role and
behavior of the brand and for brand, read
business.
3. The value of brands in the
post-digital world
Every year Interbrand produces the Best
Global Brands ranking. Based upon our
internationally approved (ISO 10668)
valuation methodology, the ranking
demonstrates that brands are assets of
signicant value in many cases they are a
companys most valuable asset. The model
examines economic value added, the role of
brand in consumer choice and the strength
of the brand in generating loyalty (and hence
revenues) over time.
Translating these factors into the actions
and behaviors involved in making a purchase
(we measure actual purchase rather
than views on likeability or likelihood to
purchase), we talk about the role brands play
in driving choice, commanding a premium
and building loyalty. Digital is signicantly
afecting all three of these fundamental
areas.
Choice is changing
It is fair to say that the balance of power
between consumers and businesses is
undergoing signicant change. Think back
several hundred years to the marketplaces
of old where individuals did business with
individuals. Each knew the other and there
was a sense of equality in the relationship,
enabling the buyer to easily hold the seller
to account on price, quality or any other
considerations.
After the Industrial Revolution there was a
gradual increase in the power of companies
and a reduction in the inuence of buyers.
The post Second World War period of
consumerism saw the growth of huge
corporations, which employed marketing
techniques to direct consumer behavior
and began to dehumanize consumers as
they targeted, penetrated, segmented and
used mass media to manipulate purchasing
behavior. By the 1990s, we began to truly
feel the impact of these trends. As markets
saturated, consumers became more savvy
Figure 2: The world of B&C, not B2C
Branding in the Post-digital World Interbrand | Pg. 4
At Interbrand, we increasingly think in terms
of businesses and consumers working together
to create brands: B&B or B&C, not B2B or B2C.
and companies began to engage in dialogue
with their customers. The tables were
turning, but not very rapidly.
Social networking, or web 2.0, has redressed
this balance of power with startling
swiftness and huge implications. Put
simply, the individual customer is getting
stronger and the company is getting
weaker. We have all entered the world of the
conversation. The increased power that rests
with consumers has increased the width
and depth of corporate accountability. BP,
Toyota, Nestl and many others have all felt
the wrath of dissatised markets via social
networks, but the real change is more subtle
and far wider-reaching consumers are
fundamentally changing the way they buy.
For most purchases, the old model of a
straightforward funnel with well-known
brands entering at the consideration stage,
followed by a shortlisting phase when a
smaller number of brands is selected, with
a chosen brand emerging at the end, is now
out of step with reality.
In 2009, McKinsey & Company reviewed this
funnel metaphor and proposed a new model
called the Consumer Decision Journey,
where consumers tread a more complex
path. Brands are added and subtracted at
diferent stages of the purchase journey,
according to personal and sector knowledge
and experience. For example, on average, car
buyers add 2.2 brands to their initial set of
3.8, while skin care shoppers add 1.8 to their
initial 1.5 brands.
2

As Figure 3.0 shows, consumers views of
brand choice start in a familiar place: passive
awareness of many brands followed by
disposition to a few within a category. But
when consumers start actively considering
Figure 3: A revised model of brand choice
Purchase
Feedback loop is the expression of
Brand Expectation vs Brand Experience

I
n

u
e
n
c
e

a
t

a
l
l

s
t
a
g
e
s
Disposition
Awareness
Brands added
Brands subtracted
Consideration
2
McKinsey consumer decision survey, 2008, US auto and skin care categories
Branding in the Post-digital World Interbrand | Pg. 5
brands, they add and subtract to their
shortlist dynamically. This completely
distorts the shape and linear sequencing of
the traditional purchase funnel.
The particularly interesting aspect of this
development is that what other consumers
say about a brand is increasingly becoming
the most important input in consumer
decision-making. In a way, this is nothing
new word of mouth has always had
incredible inuence on purchasing. The big
change, of course, is the dynamic way in
which opinions are heard, and how fast and
far they spread. Today people can log their
opinion instantly, knowing it may be read by
thousands (sometimes millions) of people
within hours. It is often said that three times
as many people take time out to complain
than to praise and bad news has always
travelled faster!
In a 2011 survey conducted by Lightspeed
Research in the US, 56 percent of US
consumers said they trusted the reviews of
other consumers on the internet, compared
to only 28 percent who thought reviews on
company websites trustworthy. Between
one and three bad reviews will deter the
majority (62 percent) of consumers from
purchasing a particular product or service.
3
The big change is that digital has facilitated
a never-ending snowstorm of information,
reviews, opinions, feedback, gossip,
anecdote and (above all) experience and
companies have no way of stopping this.
This means that other consumers can
inuence brand perceptions at every stage of
the customer journey, either as passionate
advocates or powerful detractors.
Theres always someone ahead of you on the
journey, someone who has stayed where
youre planning to stay, bought what youre
thinking of buying, done what youre about
to do and wants you to know how they
feel about it. Their experience shapes your
expectations. They can disqualify a brand
you thought you might buy, and they can
introduce one you had never considered.
According to market research conducted
by Nielsen, more than two-thirds
of global internet users seek online
product reviews, recommendations
from discussion forums or feedback
from social media sites when making a
purchase decision.
4
And dont be fooled
into thinking that this is only relevant to
the most digitally advanced consumers.
Among 5564 year-olds, one or two bad
reviews led 31 percent to reconsider
their choice of brand.
5
But reviews and
feedback are not the end of the story
they are part of a much bigger pattern
of engagement that consumers are
developing with brands.
At Interbrand, we believe that the
changes may be more profound and far-
reaching than suggested by McKinseys
revised funnel. That approach still,
to a degree, assumes that a largely
passive consumer is drawn through
an inevitable process. This seems to
underplay consumers practical and
emotional decision-making, as well as
the inuence of brands, peers or group
dynamics and greater access to the
experiences and opinions of others.
We believe that consumers engagement
with brands is increasingly dominated
by their ability to pause, fast forward
and rewind the purchasing process,
rather than simply play. Digital has
played a part in this by making time less
linear. It has even reshaped consumer
expectations of time. This obviously
places more demands upon brand
owners in terms of immediacy of efect
and speed of response, but it isnt just
about being fast. It is also about being
appropriate and timely to the needs and
lives of consumers.
Premium justied
In Interbrands experience, many brand
marketers think of digital platforms
as promotional tools rather than
opportunities to enhance the brand
experience and create value for the
customer. Digital experiences all too often
focus on discounts and vouchers, which
can undermine the image of a brand,
rather than seeking to provide a means to
ensure positive disposition and purchase.
Many of us now have email inboxes full
of Groupon or CouponsDaily messages
informing us of the latest voucher codes
and while this may drive short-term sales,
over time it can have a detrimental impact
on brand perceptions, and ultimately
brand value. The secret is balance!
In our view, digital can and should be
seen as central to all brand building
activities and should have a role to play in
reinforcing premium price points, not just
communicating discounts.
Back in the days of the dot.com revolution,
a number of articles heralded the end
of brands. Their basic premise was that
we would all become perfect consumers
(in the economic denition), and brands
would be usurped by perfect information,
easy comparison, transparent pricing and
constant availability. While this apocalyptic
(for marketers, at least) view never came
to pass, the efect of digital media upon
choice, consumption and the ability to
charge a premium is clearly evident in
virtually every sector.
The perfect consumer is indiferent to all
but rational points of comparison: size,
shape, speed, color, price, availability etc
all powerful drivers of demand in their
own right. However, this view completely
disregards the human condition and the
need for trust in a transaction one of the
primary roles of a brand.
In the process of seeking to understand
choice, Interbrand looks closely at Drivers
of Demand. These are the factors that
3
Lightspeed Research (2011), US data
4
Nielsen (2010) Consumer Condence Survey, Q1
5
Lightspeed Research (2011), US data
Branding in the Post-digital World Interbrand | Pg. 6
inuence decision-making, and they will,
to a greater or lesser degree, always include
price. In highly practical purchases like fuel
for a car, rational factors such as proximity
and price play a larger part in consumer
decisions. In these cases, brands primarily
play a trust and reassurance role there
may be four or ve brands that consumers
would happily buy or substitute.
Lets take this analogy online and consider
purchasing light bulbs, and the same basic
rules apply. Consumers may trust a number
of manufacturing brands, the retail brand
adds another lter on trust and consumers
can compare diferent brands and retailers
prices quickly and easily. And then the magic
happens along come the opinions of
10,000 people who have been there before,
via social networks and blogs.
Lets be clear light bulbs are a low interest
category for most consumers, but even
here online reviews and discussions exist. As
we move towards high interest categories
and major purchases, these inputs increase
signicantly.
So in this context does price move higher
or lower in your category, or does the
conversation take pricing of the agenda? Do
you have greater price sensitivity for online
pricing than ofine? Only by taking account
of social inuence in your pricing analysis
can you hope to understand this vital part of
the business and brand-building puzzle. The
choice/price dimension is changing in the
post-digital world, but it isnt as simple as it
may appear. Indeed, Interbrand increasingly
uses discrete choice methodologies to
separate out this issue and examine it
alongside the efect of social media.
At the other extreme are the luxury and
meta-luxury categories. Here, brands are
primary drivers and the role of price is
to reinforce both quality and exclusivity.
Such is the magnetism towards these
brands that where prices increase, demand
either remains constant or even increases.
Therefore, the basis of desire for a leading
luxury brand lies not only in its relative
exclusivity, but is rooted in its perceived
unparalleled quality and authenticity.
Understanding the role of digital media
in maintaining a premium for the luxury
sector requires a deep understanding of
social structure as well as the ways in which
opinions and beliefs are created within the
category. It is crucial to understand the
dynamics of opinion, the formers of opinion
and the ways in which these ows are
changing shape in the digital world.
Burberry has used digital to great efect
within stores, as a way to keep its customers
up-to-date and as a giant shop window.
However, it is worth remembering that the
companys troubles in the early 2000s were
caused by overexposure and increasing
associations with the wrong type of user
imagery. Social networks can accelerate
these risks for luxury brands in general, and
if not properly managed can easily afect a
brands premium position and its pricing.
Even our hyper-sensitive Brand Playback
mechanism (see page 12) needs a rening
lens for the luxury sector. If pricing in the
luxury sector is all about perception then
social inuence must be a critical input, and
yet we have seen little evidence of serious
attempts to link the digital conversation
with pricing models.
Building loyalty
Understanding and managing digital
conversations in the post-purchase or
ownership/usership stage are critical to
building long-term sustainable brands and
business. The lifetime value of a customer
becomes as much about the continual
maintenance of customer opinion and
experience as triggering repurchase or post-
sales service strategies. Here, it is important
to consider:
how digital strategy can help secure
future loyalty for a brand
how loyal consumers can be better
managed to become active and
committed brand advocates, impacting
positively on the brand choices of other
consumers
how you can use digital to create a truly
seamless experience.

It may seem obvious, but purchase does
not guarantee loyalty. Whether it is done
in a moment or over a period of time,
consumers assess and appraise brands. And
then there is a moment of realization (at
Interbrand we call this the loyalty moment)
when they sense that this brand is for me or
not for me.
After that, there are two roads consumers
can take. The rst runs smoothly:
enjoyment, repeat purchase, advocacy
and loyalty (or bonding). The second is
less smooth: uncertainty, dissatisfaction,
complaint and/or rejection (see Figure 4.0
on the next page). But remember that bad
experiences can often lead to the most loyal
customers if you respond with well-timed
and well-executed brand actions. The game
is not over until the buyer actively rejects a
brand. Up to that point, digital is a key tool
in reaching out and engaging consumers by
responding quickly and constructively.
If digital is a key tool in responding rapidly,
we were surprised that our 2011 Digital
Dimensions survey, conducted with more
than 800 leading brand marketers, found
Digital can and should be seen as central to all
brand building activities and should have a role
to play in reinforcing premium price points, not
just communicating discounts.
Branding in the Post-digital World Interbrand | Pg. 7
that 25 percent of respondents claimed
that their company does not actively solicit
customer feedback of any type on their
post-purchase experience.
6
The powerful
feedback that this kind of post-purchase
activity provides to the intending purchaser
cannot be overestimated. These users
experiences are, after all, shaping future
users expectations. And remember,
customers are talking anyway, whether
brand managers are listening or not.
There are some great examples of brands
using digital interactions to encourage
loyalty. Amazon for example uses
innovations around the idea of never
leaving. Their online recommendation
system, one-click shopping button, loyalty
program Prime, their own credit card and
app all work hard to drive repeat purchase.
The big picture
Combining Interbrands map of the
post-purchase/loyalty phase and our
earlier picture of choice would require an
impossibly complex visual. In Figure 5.0
on the next page, we have tried to show
a highly simplied version of our thinking
around the loyalty process and consumer
choice. It neatly summarizes the two paths
that consumers might take post-purchase,
but still highlights the fact that negatively
disposed consumers arent necessarily lost
for good.
Purchase
Usage / ownership
Appraisal
Approval
Impacts consideration
of others
Impacts consideration
of others
Lost
Still in play/
can convert
Repeat purchase
Advocacy
Loyalty
Dissatisfaction
Complaint
Rejection
Select new brand
The loyalty
moment

I
n

u
e
n
c
e

a
t

a
l
l

s
t
a
g
e
s
Figure 4: A revised model of customer loyalty
6
Interbrand Digital Dimensions research (Aug 2011), n=803 brand marketers involved with digital strategy
Branding in the Post-digital World Interbrand | Pg. 8
Figure 5: The total brand choice / loyalty process
B
r
a
n
d

e
x
p
e
r
i
e
n
c
e

m
e
t

e
x
p
e
c
t
a
t
i
o
n
s
(
l
o
y
a
l

a
d
v
o
c
a
t
e
s
)
B
r
a
n
d

e
x
p
e
r
i
e
n
c
e

d
i
d
n

t

m
e
e
t

e
x
p
e
c
t
a
t
i
o
n
s
(
d
i
s
s
a
t
i
s

e
d

c
o
m
p
l
a
i
n
e
r
s
)
Purchase Repeat
purchase
Lost
customer
Loyalty Loop: Consumers weigh brand expectation
against brand experience and feedback opinions
that inuence the purchase decisions of others
Disposition
Awareness
Consideration
Brands added
Brands subtracted
Branding in the Post-digital World Interbrand | Pg. 9
4. Digital: the third strand of
the red thread
Interbrand often refers to the notion of a
red thread when explaining how we think
about the way in which brands should
operate within businesses. The rst strand
of this thread refers to the unique story
or proposition of the business. Think
Disneys commitment to magic, Apples to
humanizing technology, BMWs to driving
experience, Coca-Colas to putting desire
within arms reach. As noted above, this
unique story or brand proposition should
permeate every aspect of the business,
across all departments, experiences,
environments and communications.
The second strand relates to value
understanding how brand value is
generated across the business. This provides
a model for investment, focuses corporate
messaging and drives activity to ensure
maximum return. The third strand relates to
the role of digital.
The starting point for any clear thinking on
how to employ digital within brand strategy
is a simple one: that both online and ofine
(virtual and real worlds) are now merged
into one ongoing experience. And that
experience how audiences encounter
and perceive your brand increasingly
determines the vitality of your company.
Your customers are living in a seamless,
hybrid world where online and ofine
experiences are entwined. Smart devices
and the physical world constantly interact
in a nonlinear and decentralized array of
touchpoints ranging from websites, apps,
social media presence and online ads to
billboards, broadcast, retail, real estate and
other environments. The question is: are
you managing this complexity to create
simplicity and value for consumers?
Within this context, digital should be viewed
and used as the glue or missing link between
the often disjointed and disconnected
experiences of the real world. Consider the
customer and their wide array of inputs and
inuences to be the center of the universe.
Your task is to create a preference for and
loyalty to your brand in a world where
the competitors are only a click, or three
negative reviews, away.
In practical terms digital provides
the opportunity to create not only
new experiences, but also (and more
importantly) to enhance reality and to at
last generate true seamlessness. So,
a fashion retailer becomes browseable
anywhere, can pipe interactive
communications to all stores, ofer purchase
on-device within stores via barcodes or QR
codes, connect customers to other fans,
turn their likes into product previews,
reward introductions The potential is
endless, but the common theme is the
digitally-enabled opportunities to turn every
business into an always on, always relevant
business.
What this means for brands is that nothing
is ever in isolation. Digital has multiplied
the number of potential touchpoints or
connections that consumers can have with
your brand, and, in this context, building a
seamless experience for your brand holds
the key to genuine customer involvement
and loyalty. In the same way that Apple has
lured us into an interconnected world of
devices, apps and user experiences, every
business now has the potential to create a
fascinating web of experiences, interactions
and conversations for its customers. This is
the world of B&B, or B&C (as explained on
page 2).
Constant advances in technology are
creating new opportunities for brands.
These work best when they build upon
the brand proposition and create more
meaningful connections with core
consumers just like traditional brand
touchpoints should. In 2011, Tesco created a
virtual top-up supermarket on a billboard in
a South Korean subway station. Commuters
could scan the QR code of any product
on the billboard, purchase it and have it
delivered within 24 hours. Every little helps
indeed.
Adidas brought its brand to life with a set of
ve Originals sneakers in 2010. Each shoe
was embedded with an augmented reality
(AR) code, which unlocked access to an
online interactive environment. This neatly
tied together the brands target youth
demographic, its streetwear credentials and
its commitment to innovation. In a clever
twist, the sneakers also acted as game
controllers within the environment.
LEGO uses AR in a similar way for an entirely
diferent audience. When they hold any
LEGO box up to a Digital Box screen instore,
children and their parents can see an
animated, fully constructed 3D model of the
kit in their hands. LEGO gures and vehicles
move around sets, demonstrating the play
possibilities a great t for a brand that is
all about construction and imagination.
But beware these kinds of strategies
rely heavily upon holistic thinking
and execution, a capability in short
supply within large businesses that are
characterized by internal silos and division.
We will return to this subject later (see page
13).
It is very important to note that not all
digital strategy is sound brand strategy.
In Interbrands experience, too often
businesses take a fragmented approach
to digital. Our 2011 broad-based survey
of the digital strategies of more than 800
companies revealed that there is much
room for improvement when it comes
to using digital strategy as part of brand
strategy.
We view Brand Strength as a powerful tool
to align brand experience, both internally
and externally. Within the context of these
10 components of Brand Strength, our
survey asked businesses to rank themselves
on a number of questions. The key ndings
were provocative and show tremendous
opportunities (or threats), depending upon
your perspective.
Branding in the Post-digital World Interbrand | Pg. 10
On the internal dimensions of Brand
Strength:
Despite using social media in their
marketing, half of the responding
companies (49 percent) did not have a
dedicated social media group.
More than one third of respondents felt
that inadequate resources have been
dedicated to their companys digital
experience and presence.
One third believed that their companys
investment in employee education
on their digital strategy has been
inadequate.
On the external dimensions of Brand
Strength:
The majority (65 percent) of
respondents from digitally active
companies believed their brands
to be very distinct and yet only 13
percent claimed to audit competitors
continuously.
More than a quarter of respondent
companies were not soliciting customer
feedback to develop appropriate digital
experiences and encourage consumer
bonding with their brand.
Only 44 percent of digitally active
companies had a social media
policy at all.
Although 74 percent felt the objectives
of their digital strategy were clear, two-
thirds worried that their digital strategy
decisions were made in a fragmented
or decentralized environment.
It is clear that tremendous opportunities
exist for companies who take the time and
make the investments necessary to create a
holistic strategy and execute it across their
whole brand experience, both internally and
externally. Once the seamless experience
is dened and delivered, there is a clear
brand management task: to try and steer
the experience closer to the ideal at every
touchpoint before, during and after
Clarity
Clarity internally about what the brand stands for and
its values, positioning and proposition. Clarity too
about target audiences, customer insights and drivers.
Because so much hinges on this, it is vital that these
are articulated and shared across the organization.
Authenticity
The brand is soundly based on an internal truth
and capability. It has a dened heritage and a well
grounded value set. It can deliver against the (high)
expectations that customers have of it.
Relevance
The t with customer/consumer needs,desires, and
decision criteria across all relevant demographics
and geographies.
Understanding
The brand is not only recognised by customers, but
there is also an in-depth knowledge and understanding
of its distinctive qualities and characteristics (Where
relevant, this will extend to consumer understanding of
the company that owns the brand).
Protection
How secure the brand is across a number
of dimensions: legal protection,
proprietary ingredients or design, scale
or geographical spread.
Presence
The degree to which a brand feels
omnipresent and is talked about positively
by consumers, customers and opinion
formers in both traditional and social media.
Commitment
Internal commitment to brand, and a belief
internally in the importance of brand. The
extent to which the brand receives support in
terms of time, inuence, and investment.
The degree to which customers/consumers
positioning distinctive from the competition.
Responsiveness
The ability to respond to market changes.
challenges and opportunities. The brand should
have a sense of leadership internally and a desire
and ability to constantly evolve and renew itself.
Consistency
The degree to which a brand is experienced
without fail across all touchpoints or formats.
Internal
Factors
External
Factors
Figure 6: Ten Brand Strength Components
Branding in the Post-digital World Interbrand | Pg. 11
purchase.
The goal must be a smooth, seamless
and rewarding experience from rst
consideration of a brand through purchase,
ownership and on to repurchase. It is
important to be pragmatic and recognize
that your service and product will not always
be perfect. However, the notion of the ideal
experience allows you to plot the reality of
your customers journeys and identify where
the gaps between the real and the ideal
are (or are likely to be) at their smallest and
largest.
Interbrand has worked with many clients to
rigorously identify touchpoints, consumer
attitudes and behaviors at each stage of
the customer journey, and examine how
the experience at each touchpoint could
be enhanced to improve engagement,
enjoyment or purchase. Finding ways to
harness the power of consumers, and
ensuring that each experience clearly
reinforces brand positioning, is becoming
increasingly vital. Everyone loves branded
experiences, everyone hates bland
experiences. These endeavors should ideally
be backed up by a value-based model to
ensure the best return on investment.
As we advise clients about these new digital
dynamics, it is clear that many old brand
management philosophies have little place
in todays world. Centralized command
and control structures and systems have
necessarily given way to more exible
and responsive approaches. If you, like
us, believe that brands are living business
assets, then it makes sense to seek greater
opportunities to show connections to
and anticipation of customer needs. This
will enable you to generate involvement,
evolve as necessary and demonstrate that
your brand is as alive as the market it serves.
As we mentioned above, the opportunity of
the post-digital world is not only to create
new experiences but, more importantly, to
enhance reality for consumers and to at last
generate true seamlessness in their brand
experiences.
5. The power of voice
Through digital media, consumers are giving
companies permission to listen to and join
in their conversations for the rst time. In a
world where every brand is in a constantly
evolving relationship with consumers,
characterized by numerous conversations,
tone of voice and messaging what
you say and how you say it become
increasingly important.
In a context where conversations ebb and
ow from positive to negative, brands
require clarity of purpose and position Figure 7: Ideal and real customer journey
Desired
customer
journey Real
customer
journey
Setting the strategy
Impact
of digital
Purchase
Target
audience reached
B
r
a
n
d

m
a
n
a
g
e
m
e
n
t

t
a
s
k
Branding in the Post-digital World Interbrand | Pg. 12
rather than just remaining engaged and
dealing tactically with issues that arise.
People expect a clear position from the
brands they interact with. Indeed, they
expect all of a brands conversational
contributions to be consistent with its
personality and values, much in the same
way as people expect politicians to be
principled and consistent (even if they dont
agree with them).
Most brands have numerous inuencers
who speak on their behalf the many
people within an organization, while
speaking to consumers as part of their role,
and through what they choose to share
after hours on Facebook.
So, as well as clear positioning,
organizations require deeper brand
understanding to give employees,
ambassadors and consumers the ability to
speak in a way that reects what the brand
stands for and resonates with consumers.
For many companies this new reality is just
dawning.
Today, consumers expect to have a near
personal relationship with companies.
While technology like Siri, Apples rather
entertaining voice-interactive system,
and the powerful opinion and behavior
engines created by digital businesses such
as Amazon can certainly ll part of the void,
in the social world people are still very much
in charge. People need to connect the
brands people choose, keep coming back to
and recommend to others are the ones that
resonate with who they are and what they
hold dear.
The right tone of voice and messaging are
vital in this context. A clear voice a distinct
way of speaking and communicating
across all touchpoints ensures that a
brand is heard, quickly recognized and
easily remembered by consumers across
numerous conversations.
The ability to clarify the true nature
and impact of the conversation is vital.
Nowadays, marketers need to understand
how and in which digital channels the
conversation is evolving, and the degree to
which their brand is clearly positioned and
understood by consumers.
But many of the current methods of
examining the myriad conversations
surrounding any given brand are at best
crude and at worst, misleading. There is a
lot of buzz about buzz (what people are
saying about a brand or sector), but how
meaningful and actionable are the many
buzz metrics in use by marketers?
At Interbrand we dont believe it is enough
to monitor and report on conversations.
Instead, organizations need insight into
the quality and direction of conversations,
combined with a clear understanding of how
to position brands in a complex landscape.
That is why we created Brand Playback. This
tool analyses conversations and behaviors
to establish real-world perceptions of
brands, what interests and engages key
audiences and how organizations can use
this knowledge to put the consumer at the
center of the brand experience and build
stronger, more valuable relationships with
them.
Are you paying meaningful attention to, and
engaging with, your consumers in a natural
dialogue? Look at your brand messages. Do
they intersect with the interests expressed
online by your audience? Does your brand
voice t with how your audience speaks?
Do you have a brand presence where
your audience spends time? In this age
of dynamic dialogue, when there is a real
temptation to address the most immediate
noise or the loudest audience, it is vital to
hear and understand what consumers want.
Only then can you nd the most authentic
way to connect with them that truly reects
the essence of your brand.
6. The ability to innovate
In 2001 AG Laey, then CEO of Procter &
Gamble, announced that in the future the
majority of the companys new ideas would
come from outside; a huge shift in strategy.
Some 10 years on, a new idea is more
likely to have sprung from a start-up, an
agency or a customer than the R&D team.
Crowdsourcing, consumer panels, Facebook
likes, tweeted thoughts and online, real-
time qualitative research The sources of
new brand ideas are endless, which is both a
blessing and a curse.
But how do you best harness the new
potential streams of ideas and innovation?
Do crowdsourcing and consumer opinion
and suggestion represent the misery of
choice, or the true power of the market?
Henry Ford is credited with saying that if
he had simply listened to his customers he
would have invented a faster horse!
Real-time R&D is an important ingredient
in this fail fast world. Its true that the
volume and range of options presented by
crowdsourcing can be part of a winning
formula, but when it comes to looking for
a world-shifting (or business-shifting) idea,
such approaches, which generate a torrent
of ideas or solutions, can quickly obscure the
best options. It is worth remembering that
most people can only react it takes a very
special type of brain to innovate and create.
Most of the new opportunities ofered by
the digital world can be broadly categorized
into collective intelligence, crowd creation,
voting/opinion and research. Procter
& Gambles new product development
program Connect + Develop, My Starbucks
Idea and AT&Ts Mark the Spot are all
examples of collective intelligence, and of
course everyone knows about Linux. They
harness the power of interested parties to
provide ideas and thoughts as they happen,
like a permanent, active feedback loop.
Within this context we see a gradual
increase in the perceived value of ideas. It
can be argued that ideas, in their broadest
terms, are becoming a commodity.
Branding in the Post-digital World Interbrand | Pg. 13
Companies have a myriad of inputs
from staf, consumers, consultancies,
and of course from accelerated and
deeper conversations facilitated by
social networking. There are hundreds of
companies on the web and in the real world
who wield the power of the crowd, and the
economics are certainly seductive you
issue a brief and submit it to the crowd, you
receive ideas for free and pay on selection. It
would appear that the buyer cant lose.
But dig a little deeper or try to engage this
torrent of ideas, and it quickly emerges
that it is the ability to select and protably
execute an idea that delivers greatest value
to an organization. Most companies could
spend the rest of eternity reviewing all the
ideas generated through these inputs
which is impractical, at best. This supports
the old adage that success is 1 percent
inspiration, 99 percent perspiration and is
a strong argument for a well-managed and
controlled process for developing products
and services, and indeed innovating in any
way.
One of the great benets of connected
communities is the ability to work with
individuals or small groups who might
otherwise be impossible to nd, let alone
work with in an efcient and efective way.
The best way to harness this resource is
to rene your crowd, or build your own
network of diferent crowds for diferent
situations.
Interbrands experience suggests that we
will see an increasing need for creative
consulting high-level creative leadership
and advice to help companies control the
torrent of ideas, and indeed to inspire the
torrent.
Great creative leadership isnt simply
about editing, it is about inspiring, leading
and recognising potential. The ability to
nurture a good idea into a great one will
become increasingly important in the
relationship economy brought about by
digital platforms. As markets become more
saturated, and are currently economically
restricted, the value of diferentiation
increases exponentially. The really good
creative leaders are visionaries (think
Jonathan Ive at Apple) with the power to
enthuse and motivate even the most risk-
averse of business leaders. Talent like that
doesnt usually exist in crowds it tends
to be very individual, and consequently
extremely valuable.
Interbrands experience so far suggests
that crowds can certainly accelerate the
exploration of an idea, add richness and
context and provide a useful extra head
in the room. Vitamin Water and Pepsi
have both demonstrated how stronger
conversations with their markets can create
more desirable products and services, and
that getting consumers involved in wider,
values-based or interest-based activities
can generate both consumer loyalty and
enjoyment.
7. Structure stretched
In the networked world businesses are
increasingly having to reconsider their
understanding of concepts such as power,
authority, communication, decision-making
and innovation. In most businesses there
is an emerging and growing disconnect
between the increasingly exible external
world of social networks, (ie the market,
and indeed the private lives of employees)
and the internal world of strict hierarchies,
rigid structures and organizational
fragmentation.
Many modern business structures,
particularly in companies more than 20
years old, are based on those created in the
consumer boom years of the 1950s and
1960s, a time of supply-side thinking where
markets were far from saturated and, as
Henry Ford once said, any customer can
have a car painted in any color as long as it
is black. Ford was one of the founders of
mass production and the specialisation of
labor. Such systems deliberately created
separate departments (or divisions) within
businesses to support efciencies in
production to meet demand, but over time
they have turned into rigid bureaucracies
or silos. In a world where markets are rapid,
uid conversations, can such structures
continue to have relevance? How can
companies possibly hope to keep up with
both the market and emerging competitors?
Consider the organagram for your business.
It probably resembles an essentially xed
pyramid. If we drilled into a department,
a product group or a market team, the
chances are that they would look pretty
similar. Now consider the shape of social
networks constantly shifting webs of
Businesses are increasingly having to
reconsider their understanding of concepts
such as power, authority, communication,
decision-making and innovation.
Branding in the Post-digital World Interbrand | Pg. 14
connections, with opinion leaders and
subjects at the centre. According to the
pattern and focus of the conversation,
the hubs may shift and conversations
themselves may converge or trend.
Interbrand isnt suggesting for a moment
that organizations should abandon
structure and seek a completely at and
exible approach. After all, even Google
has recently opted for a bunch of blooming
owers rather than continuing with its
let a thousand owers bloom approach to
product development which, according to
Sergey Brin, created a glut of products that
were not always up to Google standards.
7

However, what we are observing is a
growing distance between the behavior of
markets and the behavior of businesses.
Responsiveness and Relevance (see the
Brand Strength factors listed on page
10), are two factors which clearly identify
whether there is a gap between an
organizations internal behaviors and its
external promise, and hence whether there
is a serious brand issue here or a structural
one. Responsiveness is one of the four
internal measures of Brand Strength,
relating to the ability to move swiftly within
an organization to keep up with the market.
The ability to spot external trends and act
upon them in accordance with business and
brand strategy is critical and is inuenced by
an organizations decision-making approach
and reporting lines.
Imagine a company where the research
department reported through a separate
line to product development, marketing
and nance. How long would it take for the
organization to hear, consider and act upon
vital market data, and how long would it
take for the results of those actions to be
interpreted? Within that context, consider
how Relevance, the ability to remain in tune
with your market and to be relevant to its
needs, might be afected. As the market
moves faster, brand response becomes
harder and Relevance sufers.

This cycle will also begin to afect brand
Presence and Diferentiation over time.
The smartest companies are creating
cross-discipline working groups and
teams, enabling key personnel to focus on
specic issues. But culture eats strategy
for breakfast, as they say. The danger is
that such attempts will become dogged by
unclear decision-making, vertical approval
processes and grandstanding by individuals
who are still rewarded via their division.
The role of digital brand strategy and
execution within this context is two-
fold. In the short term there is a huge
Dominant
horizontal
approach
Dominant
vertical
approach
Figure 8: Vertical and horizontal approaches
7
Alexei Oreskovic (October 2011) Sergeys secret Google projects, and the challenge of 1,000 blooming owers, Reuters blog, http://reut.rs/mTYljU
Branding in the Post-digital World Interbrand | Pg. 15
opportunity within companies to create
infrastructures for, and encourage the use
of, internal social networking tools, enabling
employees to connect and collaborate. In
simple terms the opportunity is to create an
internal digital environment which seeks to
emulate social behavior outside the work
environment bringing the outside, in.
This is precisely what IBM has done
with its internal social networking site,
Beehive. The site gives IBM people a rich
connection to the people they work with
on a personal and professional level. It helps
employees make new connections within
the organization, track current friends and
co-workers and renew contacts with former
colleagues.
In the longer term, organizations need to
create digitally-based culture shift programs
and business processes which gradually
move the structure away from a dominant
vertical approach to a dominant horizontal
one (see Figure 8.0.)
Greater attention to the internal
understanding and appreciation of the
brand is a powerful agent in this context.
Clearer understanding of the brand (the
business strategy brought to life) in every
aspect of the business facilitates the ability
to think and act across the organization,
which is necessary to keep pace with market
change. This must be met with similar
protocol and policy changes to encourage
greater internal enterprise, clarify authority
and accountability and to reect this in
performance review and reward systems.
This need for change to keep up with
markets has the greatest impact upon
the future role of middle management.
A vital control function within a supply-
side organization and necessary to enable
control and efciency, within a demand-
side organization, this group presents the
greatest barrier to corporate speed and
responsiveness. Most companies need
to rethink and rewire this group to create
signicant change.
Many executives at this level are rewarded
based upon individual, team and divisional
performance. Their ability to efect change
beyond their own immediate team is
limited, and advancement is often based
upon the ability to argue the corner of
the division and maintain the status quo,
particularly in divisional power and budgets.
This group could, and should, be the
agents of collaboration and connection,
the high-speed communicators who seek
opportunities and act together across the
business. This new way of working lends
itself immediately to digital approaches,
combining work and collaboration with
smart systems to hasten decision-making
and enhance innovation.
This reshaping of middle management
towards an external focus requires
considerable care and involves signicantly
rethinking objectives, rewards, career
development plans, etc. The biggest issue
will, of course, be culture and the time it
takes to genuinely embed new behaviors.
One vital ingredient is the need for key
performance indicators and measurement
systems that cut across an organization and
focus on increasing overall value generation
for the common benet. Samsung, Nissan,
Philips, HP and a host of others successfully
use brand value, or measures of brand value
creation, as a performance indicator. Brand
value focuses the mind on the creation
of value, based upon Drivers of Demand
(see page 6) and helps the organization to
think about itself the way customers do,
as a single entity. It is then a short step
to integrate research and nancial data
into smart systems and create a real-time
environment to fuel collaborative behavior
and decision-making.
8. Leadership in the post-digital world
As the world changes around organizations,
so does the nature of and the demands
upon leadership within organizations.
The post-digital world requires leaders and
leadership teams to place greater emphasis
on clarity, focus, speed and the richness of
communications.
Four of our 10 Brand Strength factors relate
to the internal world of organizations for
good reason purpose comes from within,
and ultimately emanates from the thoughts
and deeds of leaders. Add this to the
evolving shape of organizations mentioned
on page 13, and it becomes clear that the
successful businesses of tomorrow will have
leaders who learn how to best harness:
the power of the connected digital
world
the changes required to create
horizontal decision-making
the changing attitudes towards
authority that will shape the employee
base of tomorrow.
The BP and Toyota brand challenges back
in 2009/10 were perfect warning signs
that signicant changes in leadership
were required, simply from a PR or brand
management perspective. In our view, both
companies failed to properly connect with
the conversation going on around them
Toyota underestimated the groundswell of
opinion, and BP showed a lack of nesse by
trying to shout back only with big budget
advertising, rather than truly engaging with
the discussion.
From a brand perspective, Toyotas saving
grace was to restate its vision of quality and
safety over volume, even though it took
several months and the CEO to do this. BP
still leaves us guessing about its purpose as
an organization, which must have long-
term implications both inside and outside
of the business. If there are simple lessons
to learn from these extreme situations, one
must be that restating your brand vision is
critical in times of trouble, and another is
that engaging in the digital conversation is
mandatory.
Tomorrows business leaders, both at the
top of and within organizations, will have
Branding in the Post-digital World Interbrand | Pg. 16
to be adept digital players. Richard Branson
of Virgin is an avid tweeter, who uses digital
methods to solicit opinion and input from
both inside and outside the organization
in a non-authoritarian and highly inclusive
way. The secret is to use digital methods to
enter into a genuine conversation with the
business, and then to unlock its potential
to better serve markets by allowing and
rewarding greater internal contribution and
collaborations.
AT&T runs an internal idea generation site
called The Innovation Pipeline with over
100,000 of its people. The pipeline is proving
to be a very successful source of new ideas
for the company. The site has signicantly
changed AT&Ts structure and how it
inspires the AT&T community to contribute
potentially breakthrough ideas that can be
commercialized. By the end of 2011, 15,000
ideas had been generated in the areas of
product/service, internal IT infrastructure
and customer service, resulting in around 50
new patents for the company.
In addition to communications and
connectivity issues, leaders must also
contemplate the nature of authority,
accountability and their own roles. As the
business context changes through shifts
in market and employee behaviors, leaders
need to focus on building cultures which
encourage greater degrees of authority
and responsibility over common notions
of command and control, simply to speed
up the operation. Many businesses have
operating structures based upon geography
or business sector, but this approach is
largely built around the notion of creating
localized mechanisms for command and
control.
Close examination of many fast-moving,
young businesses which have emerged and
ourished in the digital world reveal a strong
sense of internal entrepreneurship (Google),
constant innovation (Facebook), market-
focused and autonomous teams (Procter
& Gambles Clay Street Project) and purity
in customer focus to ensure the highest
levels of service (Amazon). All are clearly in
sync with the brand and instinctively create
products and services, experiences and
communications that build and reinforce
brand value.
At Interbrand we believe that digital
platforms ofer opportunities to create
smart systems to help teams better
understand and live the brand. This
facilitates the continuous development
of a coherent and attractive brand ofer
across the whole business from product
to environment and from service to culture.
Imagine Siri connected to best practices,
your top experts and intellectual property,
your library of imagery, communications
and images of your operations, all ltered by
those proven to be the best at building value
for your brand.
One of the primary reasons that we believe
that leadership must evolve is because those
who are being led are changing signicantly.
The so-called millennial generation is
highly demanding. For them, respect and
authority are most denitely earned, and
no longer simply given. People now expect
to interview and choose their lawyers and
doctors. Consumers review the claims
made by companies about their products
and services with their friends or those they
trust in their widest social and business
networks.
Likewise, employees are becoming more
demanding of their employers and they
expect companies with a clear purpose,
a distinctive brand, and operational
approaches which allow them to work with
more than a nod to their digital lives outside
work. This attitudinal shift is accelerated
by increasing levels of self-condence,
combined with shifting value sets regarding
work/life balance and career expectations
among the better educated. These factors
set the tone for very diferent styles of
management behavior inside organizations.
Any business which fails to provide clarity of
purpose and clarity in their communications
and working methods is likely to nd itself
behind in the war for talent. This adds up to
one simple fact: Businesses must have clear,
compelling and well-articulated brands
on the inside, and ofer employees ways
to interact with and contribute to these
brands.
9. Brands as future drivers of success
If the majority of this discussion has
revolved around the notion of what digital
means to brands, perhaps we should
spend at least a moment considering what
brands mean to digital. The dot.com boom
heralded the death of brands, but that
never came to be. This is because brands
are about people and human behavior. They
enable us to build constructs within, and
around, businesses which enable people to
understand and simplify markets in an ever-
more complex world. Brands represent the
meeting of person and organization in every
sense, from expectation and interpretation,
to evaluation and ultimately satisfaction.
Tomorrows business leaders, both at the top
of and within organizations, will have to be
adept digital players.
Branding in the Post-digital World Interbrand | Pg. 17
A strong brand provides a sense of collective
leadership, involvement, identity and
values to people inside and outside the
organization. As stated at the beginning of
this paper, Interbrand denes a brand as a
living business asset, brought to life across
all touchpoints which, if properly managed
creates identication, diferentiation
and value. And our creative manifesto
stresses the importance of; anticipating
consumer needs, generating involvement
and participation, and constantly evolving
to create a living, exing expression. In
short, brands are or should be business
strategy brought to life.
Internally, brands should culturally unite
an organization, reduce the need for
hierarchical governance and allow for more
open, exible and rapid interactions with
the market. They represent a powerful
culture and provide a sense of purpose,
identity and direction. Brands can help
businesses achieve this by overcoming
the barriers of internal silos, replacing
divisions with a common purpose and a
set of objectives that can only be delivered
collectively. Beyond this, brands provide a
way to identify, monitor and optimize value
creation across an organization, leading
to better deployed resources and capital
efciency in the form of a seamless, branded
and valued experience.
Externally, brands satisfy the critical need to
diferentiate in the ever-more competitive
marketplace, providing a way to engage
consistently in the conversation and to
dene and deliver the seamless experience
demanded by todays consumers.
At Interbrand we believe that a well-
constructed and well-managed brand holds
the balance of power in the post-digital
world. From creating a clear leadership
narrative within an organization, to
establishing the basis for a consistent
consumer experience and providing an
enterprise-wide measure of value-creation,
a strong brand creates positive momentum,
reduces decision-making complexity and
focuses the organization, collectively, on the
customer and success.
The internal restrictions and organizational
inertia of many of todays businesses
threaten to turn them into social notworks in
a world of social networks. Greater attention
to building stronger brands, both internally
and externally, could be the catalyst that
many organizations need to catch up with
the digital upstarts, or fast adopters.
In conclusion
Mention the word digital and many
marketers are immediately on their guard.
Much of this caution comes from fear, or
a belief that they dont fully understand
digital. In Interbrands 2011 Marketplace
survey, we found that 32 percent of brand
professionals did not feel they had the
ability to use digital applications and social
media efectively.
8
In large part, this is due
to the perception that digital is a toolkit
for executing marketing campaigns. Seen
through that lens, it is obviously a scary
proposition for professionals not trained in
digital tool development.
However, as this paper shows, digital is no
longer a mere tool it has become both an
experience and a behavior, woven into the
daily lives of consumers. And from a brand
perspective (as explained on page 9), digital
is the third strand of the red thread.
Business and brands have never seen such a
signicant shift encompassing changing
business models, shortening value chains
and rich, interwoven brand experiences
to mention but a few. But at its heart, the
digital revolution and the post-digital world
that we now inhabit has always been about
people and behavior. Understand people,
understand their behavior, and the business
and brand opportunities quickly present
themselves.
Nowadays, it is impossible to develop
an appropriate brand strategy without
digital interactions being an intrinsic
part of it. Digital has a key role to play in
driving consumer choice, commanding
premiums and building loyalty the primary
ingredients of Brand Valuation and building
brand value. A brand strategy that doesnt
take account of the changes brought about
by the post-digital world is simply not t for
purpose in 2012.
8
Interbrand Marketplace research, July 2011, n=231 marketing executives
Creating and managing
brand value
TM
2012 Interbrand
interbrand.com
Jez Frampton
Jez Frampton is the Group Chief Executive
Ofcer at Interbrand. He leads the
Interbrand network by shaping strategy
and growth for all of its worldwide ofces
and by enhancing its brand value generating
services to a prestigious roster of clients.