2017 EDELMAN EARNED BRAND STUDY

BEYOND NO
BRAND’S LAND
J U N E 2 0 1 7
E D E L M A N E A R N E D B R A N D 2

THE WORLD WANTS MORE FROM BRANDS

SINCE I DO NOT TRUST INSTITUTIONS …I EXPECT BRANDS TO
TO STAND UP FOR ME… STAND WITH ME.

53% 51%
Believe brands can do
“The system is
more to solve social
failing me.”1
ills than government.2

2017 EDELMAN TRUST BAROMETER 2017 EDELMAN EARNED BRAND

Sources:
12017 Edelman Trust Barometer. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
22017 Edelman Earned Brand study. Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total.
E D E L M A N E A R N E D B R A N D 3

BRANDS ARE TRYING

TO ANSWER THE CALL
E D E L M A N E A R N E D B R A N D 4

THERE IS A LOT AT STAKE FOR THE

CONSUMER-BRAND RELATIONSHIP
SOME GAIN SOME LOSE

BUYING

LOYALTY

ADVOCACY

DEFENSE
E D E L M A N E A R N E D B R A N D 5

2017 EDELMAN EARNED BRAND STUDY

METHODOLOGY

GLOBAL SURVEY
2ND YEAR
SURVEY 14 14,000 THE EDELMAN BRAND SOCIAL
TIMING COUNTRIES RESPONDENTS RELATIONSHIP INDEX LISTENING

March 31 – Online survey in Australia, 1,000 per country, Measures the strength We listened to consumer
April 24, 2017 Brazil, Canada, China, nationally representative of the relationship consumers conversations on social
France, Germany, India, of age, gender, and region have with the favorite brand media to understand the
Japan, Mexico, The based on most recent they buy across 7 societal issues that matter
Netherlands, Singapore, country census data. dimensions. Measures most to consumers in
UAE, U.K., and the U.S. relationships across 18 brand those countries to help inform
categories. our analysis.
Unless otherwise specified, all data is from the 2017 Edelman Earned Brand study.
Full explanations of the Edelman Brand Relationship Index and other analyses performed, along with detailed sample and margin of error information, can be found in the Technical Appendix.
E D E L M A N E A R N E D B R A N D 6

SHARED BELIEFS ARE

THE MOST POWERFUL From Involved to Committed,
brand attributes that increase the most

DRIVER OF COMMITMENT
WE SHARE VIEWS ON
CONTROVERSIAL SOCIETAL
AND POLITICAL ISSUES
Edelman
Brand Relationship Index
2017 Global Average
37 PART OF MY SOCIAL MEDIA LANDSCAPE

HELPS ME EXPRESS SOMETHING

IMPORTANT ABOUT MYSELF

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study.
Q13. Still thinking of your favorite brand in this category, what is it about this brand that makes it special to you? Using a nine-point scale that goes from not at all important to extremely important, please indicate how
important each of the following was in building the special relationship you have with this brand. (Top 4 Box, Important.) 14-country global total.
See Technical Appendix for a full explanation of how the five relationship stages and the Edelman Brand Relationship Index were built.
E D E L M A N E A R N E D B R A N D 7

BRANDS ARE FALLING SHORT

SIGNIFICANT DECLINES IN THREE OF SEVEN DIMENSIONS OF THE CONSUMER-BRAND
RELATIONSHIP
2016 VS. 2017

INSPIRES SHARING, EMBODIES

ACTS WITH PURPOSE INVITES PARTNERSHIP UNIQUE CHARACTER
“This brand is one way I “I want to be associated with “The brand embodies values
actively support causes.” what this brand is doing.” I can relate to.”

-3 -2 -3

CONSUMERS LESS CONVINCED THAT BRANDS ARE WITH THEM.

Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.
See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.
E D E L M A N E A R N E D B R A N D 8

LESS COMMITMENT CHANGE FROM 2016 TO 2017 IN THE

PERCENT OF CONSUMER-BRAND INVESTED AND COMMITTED LEVELS
RELATIONSHIPS AT EACH LEVEL

-1 -2

8% 33% 24% 25% 10%

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Relationship levels. 13-country global total.
See Technical Appendix for a full explanation of how the five relationship stages were built.
 9

Brands that ignore this new normal

will find themselves trapped in

NO
BRAND’S
LAND
E D E L M A N E A R N E D B R A N D 10

CONSUMERS
WANT TO
KNOW:

ARE YOU WITH ME?

E D E L M A N E A R N E D B R A N D 11

A BRAND’S STAND NOW MATTERS MORE

57% 30%
Are buying or boycotting brands Are buying or boycotting more than
based on the brand’s position on a three years ago.
social or political issue.

Source: 2017 Edelman Earned Brand study.

NET: [Q60. How many products are you currently boycotting/not buying, that you might otherwise buy, solely because you do not like their position on a social or political issue? Q62. How many products are you
currently buying, that you would not otherwise buy, solely because you like their position on a social or political issue? (Net of 1 or more from Q60 and Q62)] NET: [Q61. Is that number higher or lower than three years
ago? Q63. Is this number higher or lower than three years ago? (Net of “Higher today” from Q61 and Q63)] 14-country global total.
E D E L M A N E A R N E D B R A N D 12

HALF SAY THEY ARE BELIEF-DRIVEN BUYERS

DO YOU CHOOSE, SWITCH, AVOID OR BOYCOTT A BRAND BASED ON ITS STAND ON
CONTROVERSIAL SOCIETAL ISSUES?
50% BELIEF-DRIVEN BUYERS

25% LEADERS
Have strongly-held, passionate
beliefs. The brands they buy are
one important way they express
those beliefs.
50% SPECTATORS
Rarely buy on belief or punish
brands for taking a stand.
25% JOINERS
Depending on the issue and the
brand, they will change their
buying behavior based on the
brand’s stand.

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 13

BELIEF-DRIVEN BUYERS ARE YOUNGER

PERCENT IN EACH GENERATION WHO ARE BUYING BASED ON SHARED BELIEFS

Leaders
Joiners MILLENNIALS MOST LIKELY TO BUY
BASED ON SHARED BELIEFS IN
60
53 51 India 75%

34 37 China 73%
25 25
16 UAE 67%

28 26 26 U.S. 66%
21

Mexico 63%
Gen Z Millennials Gen X Boomers
(18-22) (23-37) (38-51) (52-71)

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by generation.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 14

BELIEF-DRIVEN BUYERS ARE HIGHER-INCOME

PERCENT IN EACH INCOME GROUP WHO ARE BUYING BASED ON SHARED BELIEFS
Leaders
Joiners HIGH-INCOME CONSUMERS MOST LIKELY
TO BUY BASED ON SHARED BELIEFS IN
57
49 48 China 70%

31 UAE 69%
22
25

Mexico 67%

27 23 26 India 62%

U.S. 62%
Low Income Middle Income High Income

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by income.
See Technical Appendix for a full explanation of how belief-driven buying was measured.

Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%
E D E L M A N E A R N E D B R A N D 15

CONSUMERS BUY BASED ON SHARED BELIEFS

AROUND THE WORLD
PERCENT WHO ARE BUYING BASED ON SHARED BELIEFS IN EACH COUNTRY
Leaders
Joiners

73
65
62
58 56
53
50 36 50
47
41 36 40 40 39
32 22 37 37 36
25 33 21
30 11
20 19 14 14
19
37
26 26 31 29 28
25 24 23 20 21 23 22
17 18

Global 14 China India UAE Mexico Brazil Singapore France U.S. Australia Canada Japan U.K. Germany The
Netherlands

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by country.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 16

WITH BELIEF-DRIVEN BUYERS,

SILENCE IS NOT AN OPTION

65%
OF BELIEF-DRIVEN BUYERS
Will not buy a brand because it stayed silent
on an issue it had an obligation to address

Source: 2017 Edelman Earned Brand study.

Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 17

IF YOU
SHARE THEIR
BELIEFS,

THEY WILL REWARD YOU

E D E L M A N E A R N E D B R A N D 18

GET IT RIGHT, AND WIN NEW BUYERS

OF BELIEF-DRIVEN BUYERS
Bought a brand for the first time because of
its position on a controversial issue

67% BRANDS GAIN

10x more than

from Spectators

Source: 2017 Edelman Earned Brand study.

Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 19

BUYING ON BELIEF IS A FAST TRACK

TO A STRONGER RELATIONSHIP

BELIEF-DRIVEN
BUYERS

SPECTATORS

Edelman
46
Brand Relationship Index 29

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 14-country global total, by belief-driven buying segments.
See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.
E D E L M A N E A R N E D B R A N D 20

SPEAK UP, AND THEY WILL BUY LOYALLY

OF BELIEF-DRIVEN BUYERS
Buy only that brand
Buy more often
Buy first
Stay loyal
when a brand supports their position on an

51% issue vs. staying silent

BRANDS GAIN

2x more than
from Spectators

Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources)
your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more
likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, Much more and extremely more likely.) (Average of
4 items.) Question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 21

SPEAK UP, AND THEY WILL SPEAK FOR YOU

OF BELIEF-DRIVEN BUYERS
Advocate for the brand
Defend it against critics
Criticize competitors
when a brand supports their position on an
issue vs. staying silent

48% BRANDS GAIN

2x more than
from Spectators

Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources)
your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more
likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, much more and extremely more likely.) (Average of
4 items.), question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 22

SPEAK UP, AND THEY WILL PAY A PREMIUM

OF BELIEF-DRIVEN BUYERS
Will pay a 25% premium
for a brand that supports their position on an issue

23% BRANDS GAIN

2x more than
from Spectators

Source: 2017 Edelman Earned Brand study. Q53. We are going to present you with a series of choices and ask you to tell us the one you would make in each situation. Each choice entails you deciding among three
brands of a product you really need. The first brand (1) agrees with and supports with time, money and considerable resources your position on the issue described above. The second (2) is silent on this issue. It has
given you no indication of where it stands. The third brand (3) disagrees with you on this issue and supports with time, money and considerable resources those on the other side. Assume everything about the brands
is the same or equal except for the specific difference mentioned in each question. For each set of choices please indicate which of the three brands you would mostly likely choose to buy. (Percent who selected
Brand 1 in cost scenario 2.) Question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
 23

To move beyond No Brand’s Land,

YOU HAVE
TO ANSWER
THEIR CALL.
E D E L M A N E A R N E D B R A N D

DON’T
CO-OPT
FIND YOUR CALLING.
CULTURE.
E D E L M A N E A R N E D B R A N D 25

CONNECTING YOUR BRAND TO AN ISSUE

IN THE RIGHT WAY
WHAT ISSUES MATTER MOST? HOW DOES THE ISSUE AFFECT… ?
Some of the issues that concern Strength of expectation that your brand must address (net obligation score)
belief-driven buyers:
Your customers 25
1 Immigration Use of your product 23
Your employees 23
2 Gender equality
How your products are made 23

3 The environment Your brand's physical environment 22

Your brand's core values 20
4 Economic policy Communities in which you operate 17
Your brand's heritage 15
5 Racial & ethnic divisions
Society at large 5

Source: 2017 Edelman Earned Brand study. Q52. Think about a societal or political issue that is both controversial and that you feel strongly about. If you had to describe this issue, which of these categories would it
fall into? Question asked of half the sample. Q49. There are many controversial societal or political issues that a brand can choose to weigh in on. Some of the issues may be ones that you feel the brand has an
obligation to take a stand on and should take leadership role in addressing. Some may be issues you feel that the brand really has no license to address and should avoid becoming involved in. For each of the types
of issues described below, please indicate whether you believe that a brand has an obligation to take a stand, or it is wrong for it to take a stand on this type of issue. (Net Obligation Score = Obligated minus Avoid),
question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 26
E D E L M A N E A R N E D B R A N D

TALK LESS.

ACT MORE.
E D E L M A N E A R N E D B R A N D 28

COMMIT, LIVE AND LINK YOUR BELIEFS

COMMIT LIVE LINK
Belief-driven buyers expect Belief-driven buyers say your brand’s Percent of belief-driven buyers who
brands to contribute: beliefs should be evident in your: know and trust the corporate brand

1 Money 1 Employees STRONG

RELATIONSHIPS
REQUIRE A
2 Time 2 Day-to-day business activities TRUSTED
87 CORPORATE
72 75 BRAND
3 Influence 3 Sourcing/manufacturing

4 Advertising INVOLVED INVESTED COMMITTED

STRENGTH OF CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Q51. If a brand is really serious about taking a stand on a controversial societal or political issue, where and how do you expect to see evidence of that stand? On a scale,
where one means not at all important and nine means extremely important, how important is it that the brand’s position on an issue be demonstrated in the following ways? (Top 4 Box, Importance), question asked of
half the sample. Q43. Do you know the name of the company that owns or makes this brand (Yes) Q44. Please indicate how much you trust the parent company that owns or makes the brand to do what is right,
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal” to do what is right. (Top 4 Box, Trust.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how the five relationship stages and belief-driven buying were built and measured.
E D E L M A N E A R N E D B R A N D 29
E D E L M A N E A R N E D B R A N D 30

DON’T JUST INVITE THEM TO ACT.

START A
CONVERSATION.
E D E L M A N E A R N E D B R A N D 31

INVITE PEOPLE TO ACT ON BELIEF, AND DRIVE

CONVERSATIONS THAT EARN CUSTOMERS
PEER-DRIVEN CONVERSATIONS ARE MORE CREDIBLE PEOPLE RELY ON CONVERSATIONS AND THE MEDIA TO
THAN CELEBRITIES AND COMPANY SOURCES LEARN ABOUT A BRAND’S BELIEFS
Percent of belief-driven buyers who say each information source about Where belief-driven buyers learn about where a brand stands on
brands is very/extremely credible controversial issues

1 Conversations with friends and family

89 79 74 69 2 Newspapers, magazines, TV

3 Your customers on social media

Peer Expert Company Celebrities/
sources sources sources influencers
4 Your brand’s advertising

Source: 2017 Edelman Earned Brand study. Q131-79. One last question about your favorite brand. Below is a list of people. In general, if you heard information about this brand from each of these people, how
credible would the information be--extremely credible, very credible, somewhat credible, or not credible at all? “Peer sources” is a net of 134, 48, 70, 76; “Company sources” is a net of 131, 72, 135;
“Celebrity/Influencers sources” is a net of 747, 78, 71(Top 2 Box, Very/Extremely Credible) Q58. How do you usually learn about where a brand stands on controversial societal and political issues? From among the
potential sources of information listed below, select the top three that you rely upon most when it comes to finding out about a brand’s position. Question asked of half the sample. 14-country global total, by belief-
driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
E D E L M A N E A R N E D B R A N D 32
 33

BEYOND
NO BRAND’S
LAND
E D E L M A N E A R N E D B R A N D 34

GOING BEYOND NO BRAND’S LAND

FROM TO

CO-OPTING CULTURE FIND YOUR CALLING

PUTTING OUT A POINT

OF VIEW ACTING MORE THAN YOU TALK

JUST STARTING
INVITING THEM TO ACT
CONVERSATIONS
E D E L M A N E A R N E D B R A N D 35

BUYING ON BELIEF IS A FAST TRACK TO A

STRONGER RELATIONSHIP

BELIEF-DRIVEN
BUYERS

SPECTATORS

Edelman
46
Brand Relationship Index 29

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 14-country global total, by belief-driven buying segments.
See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.
 36

People are buying brands based on their beliefs

YOU HAVE
TO ANSWER
THEIR CALL.
E D E L M A N E A R N E D B R A N D 37

DO YOU WANT
TO STAY IN
NO BRAND’S
LAND?
OR WILL YOU
ANSWER THE CALL?
2017 EDELMAN EARNED BRAND STUDY

DATA APPENDIX
J U N E 2 0 1 7
E D E L M A N E A R N E D B R A N D 39

THE SEVEN DIMENSIONS IN 2017

STRENGTH OF EACH OF THE SEVEN DIMENSIONS OF THE CONSUMER-BRAND RELATIONSHIP
LAGGING LEADING Y-T-Y CHANGE

Embodies unique character 41 -3

The Edelman Brand Relationship
Makes its mark 38 -- scale measures the strength of the
Tells a memorable story 33 -1 consumer-brand relationship across
seven dimensions. The Index is
Listens openly, responds selectively 36 +1
calculated as an average of the seven
Inspires sharing, invites partnership 37 -2 dimensions.
Builds trust at every touchpoint 43 +1

Acts with purpose 30 -3

Edelman
-1
Brand Relationship Index 37
2017 Global Average

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.
See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.
 E D E L M A N E A R N E D B R A N D 40

CONSUMER-BRAND RELATIONSHIP
ACROSS CATEGORIES Edelman
Brand Relationship Index
2017 Global Average
37
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY CATEGORY

Brand
Relationship Index 40 40 39 39 39 39 38 37 37 37 36 36 36 35
33 32 31 31

Y-to-Y change -3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3

Automobile

Fashion

Financial

Social

Travel

Personal

Household
Luxury

Food and

technology

Credit cards

carriers

medicines

Perscription
Retailers

and spirits

Utilities
media

Beer, wine
beverage
services
goods

Mobile
*Entertainment

*Personal

products

medicines
care

OTC
Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by category.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.

*Categories added in 2017

 E D E L M A N E A R N E D B R A N D 41

CONSUMER-BRAND RELATIONSHIP
BY COUNTRY Edelman
Brand Relationship Index
2017 Global Average
37
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY COUNTRY

Brand
52
Relationship Index
48
43
40 39 38 38
34 33 32 32 31 31
29

-3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3

Y-to-Y change -1 -4 n/a - - -5 -1 1 1 - - -1 -3 -1

Singapore

Germany
India
China

*UAE

U.S.

Brazil

Mexico

U.K.

Australia

Canada

Japan

France

Netherlands
The
Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by country.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.

*UAE added in 2017, so not included in the Global 13 total.

 E D E L M A N E A R N E D B R A N D 42

CONSUMER-BRAND RELATIONSHIP
ACROSS GENERATIONS Edelman
Brand Relationship Index
2017 Global Average
37
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY GENERATION

Brand 44
Relationship Index 42
37

30

The Edelman Brand Relationship

Index reveals that consumer-brand
relationships are strongest among
Millennials, and strengthening the
fastest among Gen Z.
Y-to-Y change +4 -- -2 -2
Gen Z Millennials Gen X Boomers
(18-22) (23-37) (38-51) (52-71)

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by generation.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.
 E D E L M A N E A R N E D B R A N D 43

CONSUMER-BRAND RELATIONSHIP
BY INCOME AND GENDER Edelman
Brand Relationship Index
2017 Global Average
37
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY
INCOME AND GENDER
Brand
Relationship Index 41
38
36 36 36

The Edelman Brand Relationship

Index reveals that consumer-brand
relationships are strongest among
those with high incomes and among
males.
Y-to-Y change -1 -- -2 -- -2

Low Middle High Female Male

Income Income Income

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by income and gender.
See Technical Appendix for a full explanation of how the Brand Relationship Index was built.

Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%
2017 EDELMAN EARNED BRAND STUDY

TECHNICAL
APPENDIX
J U N E 2 0 1 7
E D E L M A N E A R N E D B R A N D 45

2017 EDELMAN EARNED BRAND STUDY

TECHNICAL APPENDIX
1 Methodology

2 The sample

How were the three types of belief-driven buyers

3 identified?
How was the Edelman Brand Relationship
4 Index built?

5 The Earned Brand team

E D E L M A N E A R N E D B R A N D 46

2017 EDELMAN EARNED BRAND STUDY

METHODOLOGY

GLOBAL SURVEY
2ND YEAR
SURVEY 14 14,000 THE EDELMAN BRAND SOCIAL
TIMING COUNTRIES RESPONDENTS RELATIONSHIP INDEX LISTENING

March 31 – Online survey in Australia,
April 24, 2017 Brazil, Canada, China,
France, Germany, India,
Japan, Mexico, The
Netherlands, Singapore,
UAE, U.K., and the U.S.
1,000 per country, Measures the strength
nationally representative of the relationship consumers
of age, gender, and region have with the favorite brand
based on most recent they buy across 7
country census data. dimensions. Measures
relationships across 18 brand
categories.
We listened to consumer
conversations on social
media to understand the
societal issues that matter
most to consumers in
those countries to help inform
our analysis.
E D E L M A N E A R N E D B R A N D 47

2017 EDELMAN EARNED BRAND | THE SAMPLE

COUNTRY INTERNET PENETRATION SAMPLE SIZE LANGUAGES QUOTA PARAMETERS
AUSTRALIA 85% 1,000 English Gender, age & region

BRAZIL 66% 1,000 Portuguese Gender, age & region

CANADA 88% 1,000 English & localized French Gender, age & region

CHINA 52% 1,000 Simplified Chinese (Mandarin) Gender, age & region

FRANCE 86% 1,000 French Gender, age & region

GERMANY 88% 1,000 German Gender, age & region

INDIA 35% 1,000 English Gender, age & region

JAPAN 91% 1,000 Japanese Gender, age & region

MEXICO 45% 1,000 Localized Spanish Gender, age & region

NETHERLANDS 94% 1,000 Dutch Gender, age & region

SINGAPORE 82% 1,000 English & Simplified Chinese Gender, age & region

UAE 91% 1,000 English & Arabic Gender, age & region & ethnicity

U.K. 93% 1,000 English Gender, age & region & ethnicity

U.S. 88% 1,000 English Gender, age & region & ethnicity

14-country global data margin of error: +/-0.8% (N=14,000), global index scores +/- 0.39 points (N=14,000). Country-specific data margin of error: +/- 3.1% ( N=1,000), country index scores +/- 1.56 points (N = 1,000).
Category specific data margin of error: +/-2.7% (N=1,338-1,699), category index scores +/- 1.3 points (N=1,338-1,699), Millennial specific data margin of error: +/- 1.4% (N=4,654), millennial index scores +/- 0.6
points (N=4,654).
E D E L M A N E A R N E D B R A N D 48

HOW WERE THE THREE TYPES OF

BELIEF-DRIVEN BUYERS IDENTIFIED?
We developed a series of six nine-point questions
We then classified respondents into three segments
to measure the extent to which beliefs affect people’s
based on their responses to the above items:
buying behaviors:

Even if a company makes the product that I like most, I will not buy it if I
1 disagree with the company’s stand on important social issues
LEADERS JOINERS SPECTATORS

I have bought a brand for the first time for the sole reason that I
2 appreciated its position on a controversial societal or political issue

I have stopped buying one brand and started buying another because I
3 liked the politics of one more than the other
Have strongly-held, Depending on the Rarely buy on belief
I have strong opinions about many societal and political issues. The passionate beliefs. issue and the brand, or punish brands that
4 brands I choose to buy and not buy are one important way I express The brands they buy they will change take a stand.
those opinions are one important their buying behavior
If a brand offers the best price on a product, I will buy it even if way they express based on the
those beliefs. brand’s stand.
5 I disagree with the company’s stand on controversial social or
political issues [reversed scored]
I have stopped buying a brand solely because it remained silent on a
6 controversial societal or political issue that I believed it had an obligation
to publicly address
E D E L M A N E A R N E D B R A N D 49

HOW WAS THE EDELMAN

BRAND RELATIONSHIP INDEX BUILT?
Product categories included in the study
1. WHAT IS YOUR FAVORITE BRAND IN THIS
CATEGORY, ONE THAT YOU CURRENTLY BUY • Automobile • Mobile carriers
OR USE? • Beer, wine, and spirits • OTC medicines
• Credit cards • Personal care
• Entertainment platforms • Personal technology
Respondents were asked to describe their relationship with their • Fashion • Prescription medicines
favorite brand in three categories, assigned to them at random from • Financial services • Retailers
among the 18 categories examined in this research. The only
• Food and beverage • Social media
stipulation placed on their brand choice was that the brand had to be
one they currently own, use or purchase. • Household products • Travel
• Luxury goods • Utilities
E D E L M A N E A R N E D B R A N D 50

HOW WAS THE EDELMAN BRAND

RELATIONSHIP INDEX BUILT?
1 Embodies unique character
2. PLEASE DESCRIBE YOUR RELATIONSHIP WITH
THIS BRAND, ACROSS SEVEN DIMENSIONS.
2 Makes its mark

3 Tells a memorable story

Respondents gave each of the brands seven ratings, from zero to
five, depending on how deeply involved they were with the brand
along each of the seven relationship dimensions. 4 Listens openly, responds selectively

5 Inspires sharing, invites partnership

6 Builds trust at every touchpoint

7 Acts with purpose

E D E L M A N E A R N E D B R A N D 51

THE SEVEN DIMENSIONS

OF THE CONSUMER-BRAND RELATIONSHIP
HOW EACH DIMENSION IS DEFINED AT EACH LEVEL OF THE CONSUMER-BRAND RELATIONSHIP

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

Bigger than the products/services it Embodies an idea or value or
EMBODIES UNIQUE Not much different from its competitors
Different from many other
Offers unique products/services delivers--has its own unique lifestyle I can relate to; helps me
CHARACTER products/services in the category
personality express something
I go out of my way to buy this brand, The only brand I will buy. If it is not A positive force in my life. This brand
I buy this brand out of habit. I have no My relationship with this brand goes
MAKES ITS MARK real attachment to or affection for it
even if it is not the cheapest or available, I will do without until I can
beyond liking it as a product or service
represents a lifestyle or way of life that
most convenient find it again defines me.
I am part of the brand’s story; we
TELLS A I do not have any idea of what this This brand has a story about what it I admire what the brand stands for and I can identify with the brand’s story
share a heritage, a future, a set
MEMORABLE STORY brand stands for or about its heritage stands for and its heritage its heritage and heritage
of values

LISTENS OPENLY, I would not know how to go about If I had something to say, I know I This brand often gives me
I have communicated with this brand I have ongoing interactions with this
RESPONDS reaching out to or interacting with could get a message to the people opportunities to engage with it or to
in some way brand. It is part of my social circle
SELECTIVELY this brand behind this brand give it feedback and input

I remember seeing some I notice and pay attention to what this I am likely to forward, share or repost Has become part of my social life. I am
INSPIRES SHARING, Unware of what this brand is doing advertising/promotions, and brand is saying and doing when I see news/online content about this brand, likely to participate in promotions,
INVITES PARTNERSHIP or saying sometimes see things about it in the its ads, other content, or news about or share information about my engage with its content online, attend
news or online the brand experiences with it its events

BUILDS TRUST AT I do not really trust this brand
EVERY TOUCHPOINT
Unaware if it supports any causes or
ACTS WITH PURPOSE has any social purpose beyond
making good products/services
I trust that this brand makes business Makes all of its business decisions I would stick by and defend this brand
I trust this brand to make good
decisions with interests of its with the best interests of the broader even if I was disappointed, I have faith
products/services at a fair price
customers top of mind society top of mind it will correct mistakes
Contributes to the greater good in Supporting this brand is one way I
The brand’s greater purpose or the This brand’s cause or social purpose
some way, in how the product/service support a cause I believe in; because
is made delivered, or by actively
social causes that it supports are is something that I share and
of this brand I have become even
important and worthwhile also support
supporting social causes more actively engaged in the cause
E D E L M A N E A R N E D B R A N D 52

HOW WAS THE EDELMAN

BRAND RELATIONSHIP
INDEX BUILT? The Edelman Brand Relationship Index was
calculated by taking the average of the seven
dimension scores and multiplying by twenty to
3. CONSTRUCTING THE SCALE. convert the index to a 100 point scale.

The 2017 Global Brand Relationship

score of 37 represents the average Brand
Relationship Index across the 42,000 (14,000

37
2017 Edelman
X 3) consumer-brand relationships analyzed.
Brand Relationship Index
Global Average

0-6 7-26 27-43 44-69 70-100

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

E D E L M A N E A R N E D B R A N D 53

HOW WAS THE EDELMAN An Edelman Brand Relationship Index score can vary

BRAND RELATIONSHIP from zero to 100. In working with the scale, we identified
five unique relationship levels. The cut-points that define
each level are displayed below.

INDEX BUILT? These relationship levels were empirically determined

based on two criteria.
The first was a correspondence between relationship
4. DEFINING THE RELATIONSHIP LEVELS. level as determined by the Edelman Brand Relationship
Index and respondents’ self-described level of
attachment to a given brand.
The second was how distinct the levels were when
profiled against key marketplace behaviors of general
interest to brands.
The resulting relationship levels and cut-points represent
2017 Edelman an optimized result that captures both respondents’
explicitly stated level of relationship with a brand and
Brand Relationship Index their implicit level of relationship as defined by their
willingness to buy that brand first as well as to
advocate for and defend it.

0-6 7-26 27-43 44-69 70-100

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

E D E L M A N E A R N E D B R A N D 54

THE EARNED BRAND TEAM

TONIA E. RIES KISHA R. STOKES
Edelman Square Edelman Square
Tonia is Executive Director of Edelman Square, a role that includes stewardship of the Trust
Kisha manages Intellectual Property assets for the firm’s top revenue-driving research
Barometer, now in its 17th year, the Earned Brand research into consumer relationships with
studies, Edelman’s Trust Barometer and Earned Brand.
brands, as well as the development of new research initiatives.
She supports the Executive Director with day-to-day administration of company-wide IP
She leads the firm’s global knowledge agenda across practices, geographies and clients, and
related projects – including requests for data/insights, presentation development,
acts as a catalyst for new thinking and discourse on business in a multi-stakeholder society.
insights/headlines review, data visualization, and other special projects.
Tonia has more than 25 years of experience in marketing, research, strategy, conferences,
Kisha holds a Master’s of Science degree in Kinesiology from James Madison University.
and media.

DAVID M. BERSOFF, PH.D.
Edelman Intelligence
David is in charge of global thought leadership research at Edelman Intelligence, a world-
class research and analytics consultancy.
Before joining Edelman Intelligence, Dr. Bersoff served as The Futures Company’s Chief
Insights Officer. In that role, he drove the research, data analysis, IP creation and product
development strategy for all of their syndicated consumer insights offers, including the
Yankelovich MONITOR.
David holds a Ph.D. in social and cross-cultural psychology from Yale University.
CODY ARMSTRONG
Edelman Intelligence
Cody manages the day-to-day operations of all Intellectual Property research conducted by
Edelman Intelligence.
He has five years of experience in the market research industry, with more than three of them
spent on the IP research team. Cody’s background includes secondary research, where he
conducted media analysis for clients across several industries.
Cody holds a B.A. in Sociology from the University at Albany, where he also dual minored in
Psychology and Business.

SARAH ADKINS JAMIS BRUENING

Edelman Intelligence Edelman Intelligence
Sarah leads the operations side of all IP projects at Edelman Intelligence.
Jamis handles the data management, processing, and analysis for all IP-related projects run
Prior to joining the EI team, Sarah spent 8 years at Nielsen designing surveys, conducting by Edelman Intelligence.
data analysis and working closely with clients from all industries. She has 16+ years of
An environmental scientist by training, Jamis came to EI with several years of research in an
experience in market research, with more than half of that spent in the brand and
academic setting, where he studied climate dynamics and global environmental change.
communications industry.
Jamis holds a M.S. in Environmental Science from Western Washington University, and
Sarah graduated from Fredonia State University with a bachelors degree in business
previously graduated from Colgate University where he studied physics and geography.
administration, specializing in marketing and communications.