Untitled - brandZ

TOP 3O

1

2

3

4

5

6 Mil.

$

Fast Food

7,157

1

Mil.

$

6,095

3

$

9

10

11

Mil.

$

4,293

1

1,825 Mil.

$

Mil.

$

$

Airlines

1

$

2

#

3

14

#

4

#

15

5

4,205 Mil.

4,788 Mil.

1

#

1,213 Mil.

#

13

#

Entertainment

#

1

12

4

#

Oil & Gas

#

2,160 Mil.

8

Insurance

2

#

Hospitals

#

Beer

8

#

14,286

$

Retail

3

#

7

#

Telecom Providers

Banks

$

6

#

776 Mil.

$

#

617 Mil.

$

3,675 Mil.

6

#

$

3,258 Mil.

7

#

$

3,172 Mil.

8

#

$

9

2,913 Mil.

#

10

The South African Top 30 Categories Total Value of the Top 30 South African Brands

A total of 10 categories make up the South African Top 30 Brands. # = Number of Brands in Category $ = Brand Value in US$ Million

42.63

$

Bil.

Download the full report at

www.brandz.com/ southafrica

$

2,160 Mil.

$

2,019 Mil.

$

1,882 Mil.

$

1,708 Mil.

$

1,692 Mil.

The Top 10 Brands of 2018

$

Four of the Top 10 are in the Banks category. Two are in Telecom Providers, two in Insurance, one in Beer and one in Fast Food. Brand Values are in US$ Million

Fast Food

Beer

5

5

Purpose

111

Entertainment Retail

4

4

Innovation Communications

106

112

Experience

Love

Vitality Quotient

108

108

109

Beer

4

vQ Measures of the Top 30 Brands Average Score = 100

Top 5 Brand Contribution Nando’s and Castle are the best performers on Brand Contribution. This is the measure of the influence of brand alone on financial value of a brand. It is a key driver of business growth and is measured on a scale of 1 to 5, with 5 being the highest.

www.brandz.com 30

29

28

27

26

25

24

23

22

21

20

19

18

17

16

CONTENTS

BRAND BUILDING BEST PRACTICES

THOUGHT LEADERSHIP 56

Leading Disruption by Adhil Patel Kantar

58

A World of Changes In The South African Media Landscape by Ashish Williams MediaCom

62

Why Stripping Away Traditional Channel Structures Is Imperative For Success by Brenda Khumalo Collective ID

INTRODUCTION 14 Overview 18 Media 24

Key Results

32

Key Takeaways

40

Brand Contribution

42

Cross Category Trends

46

Brand Health

50

Meaningful Difference

64

68

SOUTH AFRICAN TOP 30 82

The South African Top 30 Ranking

84

Brand Profiles 1-10

94

Brand Profiles 11-30

104 Special Awards for BrandZ™ South Africa

70

72

76

Brands That Invest Online Today Will Reap The Future Reward by Rudi Nienaber Smollan What’s The Next Holy Grail? by Haydn Townsend Wunderman Trading Places by Ian Gourley Barrows Don’t Let Your Brand Be A Social Media Statistic by Mike Stopforth Cerebra The Problem with The Generation Gap? Marketeers Keep Falling Into It by Stuart Walsh Grey

BAV BEST COUNTRIES: SOUTH AFRICA 110

How To Measure A Country

112

A Closer Look At Brand South Africa

116

South Africa - The "Brand"

RESOURCES 146 BrandZ™ Brand Valuation Methodology 150 BrandZ™ Genome Mapping 156 WPP Company Contributors 161

WPP in South Africa

162 Kantar in South Africa 164 WPP Company Brand Building Experts 165 BrandZ™ Online & Mobile 166 BrandZ™ South African Top 30 Team 168 The BrandZ™ Brand Valuation Contacts

120 Connecting with Soweto - One Street Back by Antony Stearns Geometry 124 Brand Building: How To Be Authentically Personal by Brenda Khumalo and Thobeka Sibiya Collective ID 126 In Pursuit Of Nuance by Dale Tomlinson The Hardy Boys 128 Brand Safety In An Era Of Scrutiny by Elouise Kelly Ogilvy 130 The 3-Way To Winning With Influencers by Marc Kornberger Student Village 134 The Changing Nature Of Work And What This Means For Brands by Mathew Weiss Superunion Africa 138 Marketing on Mobile? by Nick Terry TMarc 140 How Global Brands Make A Local Connection by Robyn de Villiers Burson Cohn & Wolfe 142 Why Purpose Is The Great Differentiator For Brands by Roz Thomas Hill+Knowlton Strategies, South Africa

TOP 30 MOST VALUABLE SOUTH AFRICAN BRANDS 2018

WELCOME

Welcome to the BrandZ™ Top 30 Most Valuable South African Brands

Brands like Nando’s, First National Bank and Woolworths, along with newer brands like Takealot, DStv, and OUTsurance are embedded in the South African landscape.

impact on the world has stemmed from its great material resources, adventurous landscape filled with wildlife, and unique culture like nowhere else. This heritage serves many South African brands well.

David Roth CEO, The Store WPP, EMEA & Asia And Chairman, BAV Group [email protected]

I am delighted to introduce you to the inaugural WPP BrandZ™ Top 30 Most Valuable South African Brands ranking at a time of great opportunity in South Africa. As the country undergoes political and economic changes this groundbreaking study ranks the country’s most valuable brands, analyzes their strengths, and identifies the key forces that are driving growth in this market. It is the first edition of an annual review that will track and anticipate the rapidly evolving environment for brands in the country, and will chart the changing fortunes of the country’s most valuable brands. We are incredibly excited to be bringing the brand valuation study to South Africa. South Africa's

8

At the same time, the landscape in which business is done and on which brands are built is being transformed. This is to some extent happening the world over, but in South Africa the rate of change has been steep as technology and innovation have facilitated disruption. South Africa’s economy grew at 1.4 percent in the first quarter of 2018 but has been struggling for a spark. The country's economic growth has slowed because of declining global competitiveness, growing political instability, and a downgrade in the country’s investment-grade credit rating, which has negatively impacted investor confidence. South Africa’s powerful banking sector continues to dominate industry and its brands are among the highest value in the country. South Africa’s demographics are undergoing change. Its population has quadrupled since 1950 and is expected to grow by about 25 percent through 2050. After nearly two decades of slowing life expectancy, South Africans are again living longer. Other than Bolivia and India, there are more languages spoken in South Africa than in any other country in the world. South African brands, particularly those in consumer products and retail are locally loved, and many have shown considerable innovation.

As South African cultural and business exports change, so too does the image of South African brands they carry with them. The acceleration of technological change and ready access of globalization, will help determine what South Africa stands for in the mind of the modern global consumer. We take an exclusive, in-depth look at data and analysis from the “Best Countries” research done by VMLY&R BAV Group, with partners US News and the Wharton Business School, which shines a light on how country of origin affects South African brands. For WPP, South Africa is a unique market, one that is undergoing change and facing unparalleled disruptive forces upon its shores. Whether you’re a South African brand or a global name, in this report I hope you’ll find inspiration and guidance to help you create and grow more meaningful, impactful and valuable brands both in South Africa and beyond. Takeaways provide succinct, actionoriented recommendations for brands based on our expert analysis of the market. We’ve also included summaries of South Africa’s Top 30 most valuable brands. Brand experts from WPP companies across South Africa share their market wisdom and sharp insights through extensive Thought Leadership and Brand Building Best Practice. And we present all this with stunning photography and a vibrant design that reflects the beauty, fun, and adventure of the country itself. >>

9


WELCOME

WPP has had a presence in South Africa since the late 80’s. Currently 25,000 (including fieldforce) people work across WPP companies in South Africa, providing advertising, marketing, insight, media, digital, shopper marketing and PR expertise. It’s part of our global presence in 112 countries. By linking all this talent, creativity and wisdom, we amplify global trends and insights that help our clients in useful and unique ways. We invite you to access our unrivalled BrandZ™ resource library. Along with the new BrandZ™ Top 30 Most Valuable South Africa Brands report, the library includes these annual studies: BrandZ™ Top 100 Most Valuable Global Brands, BrandZ™ Top 100 Most Valuable Chinese Brands, Top 75 Most Valuable UK Brands and BrandZ™ Top 40 Most Valuable Australian Brands among others.

Our database includes information from over 3.6 million consumers. It reveals the power of the brand in the mind of the consumer that creates predisposition to buy and, most importantly, validates a positive correlation with better sales performance. At WPP, we’re passionate about using our creativity to create and build strong, differentiated, valuable brands that deliver lasting shareholder value. To learn more about how to apply our experience and expertise to benefit your brand, please contact any of the WPP companies that contributed expertise to this report. View the summaries of each company and the contact details of key executives. Or feel free to contact me directly. Sincerely, David Roth

To download these and other reports, please visit www.BrandZ.com. For the interactive BrandZ™ mobile apps go to www.BrandZ.com/mobile. The backbone of all this intelligence remains the WPP proprietary BrandZ™, the world’s largest, consumer-focused source of brand equity knowledge and insight, and WPP’s proprietary BrandZ™ brand valuation methodology. First we analyze relevant corporate financial data and strip away everything that doesn’t pertain to the branded business. Then we take a critical step that makes BrandZ™ unique and definitive among brand valuation methodologies. We conduct ongoing, in-depth quantitative consumer research with more than 170,000 consumers annually, across more than 50 countries, to assess consumer attitudes about, and relationships with, over 122,000 brands.

10

WPP [email protected] Twitter: @davidrothlondon Blog: www.davidroth.com

11

INTRODUCTION

1 INTRODUCTION


OVERVIEW

Value for South African Brands: Somewhere Over The Rainbow Nation In the early months of 2018, South Africa experienced dramatic change - out with the old, and in with a new president and the promise of cleaning up corruption and crime, and improving economic conditions.

But with change comes uncertainty, and South Africans along with global investors, are now awaiting the outcome of the new cabinet’s policies that promise improved opportunities for South African consumers and businesses. Following President Zuma’s departure, South Africa experienced an early positive surge. However, six months later in August 2018, South Africa reported its first recession since 2009, and increasing unease following recent announcements of potential nationalization and land ownership redistribution.

South Africa is Trending Up Despite its hardships, over the last decade South Africa has experienced

14

consistent growth in its public markets, increasing positive average trends in exports and consumer prices, and a recent surge in consumer confidence following the changes in February of this year. South Africa’s GDP and GDP per capita has experienced consistent growth since the last recession in 2009, its tourism remains strong, and with the hopes of reduced crime and corruption, foreign investors are more willing to support opportunity. South Africa’s economic engine continues to be powered by tourism, finance, real estate, agriculture, and mining. The country ranks as one of the top economies on the continent, and consumers have demonstrated an eagerness to adopt innovation and technology integrated into their brands to help them meet their needs and improve quality of life.

Compared with global consumers, South Africans demonstrate a greater tendency to seek out memorable experiences and find and consume products and services that are new and exciting. South Africans seek motivation and confidence by dressing better, looking better and feeling better, and the brands that meet these needs are succeeding.

Brand Opportunities Local brands are primarily driven by South African consumers, illustrating a relatively insular economy. While some brands like Nando’s and MTN have globalized, generally South African brands have yet to emerge onto the world stage relative to the top brands of other countries. This is not surprising given the history of the country. However, South African brands may be poised for growth and global expansion as a direct outcome of South Africa’s political and economic stabilization. South Africa’s strongest brands are banks, retailers and insurers who make up more than half of the Top 30 brands. Banks dominate the ranking with six banks accounting for over a third of its value; and four banks ranked in the Top 10 (Standard Bank, First National Bank, Absa, and Nedbank). Retail brands are also strong with eight brands represented in the Top 30.

In a recent Kantar Consulting survey, when asked about how to resolve a problem, South Africans reported a greater likelihood to seek help from experts, as opposed to developing a unique solution from scratch. If someone has already figured it out, why reinvent the wheel? Instead of costly innovation, South Africa has left this to other markets and instead quickly leapfrogged the world by adapting the relevant technologies that meet business and consumer needs, and adopting them quickly. This pragmatic entrepreneurial mindset is epitomized at the individual level by the metaphorical plucky spaza shop owner, who is eager to learn from the experiences of others, and to implement just in time solutions that are fit for purpose, but not over-engineered. Innovations can be big or small, and also digital or analogue. South Africans hunger for opportunities to demonstrate a strong sense of ownership. Most South Africans report a desire to own their own business (51 percent, which is an astounding 20 percent higher than global responders). According to BAV cultural rankings, South Africa ranks #33 in the world in entrepreneurship. In turn, employers need to recognize that South Africans look for a rewarding work experience with 63 percent desiring a job that is challenging (30 percent higher than global). A more stable and safer South Africa is great news for startup brands.

Technology has played a role for many South African brands, as key disruptions have taken place in most banks, retailers like Woolworths, Mr Price, and Pick n Pay, Telecom Providers, and other categories. The BrandZ™ Top 30 Most Valuable South African Brands are filled with brands that have successfully innovated by buying and adapting technology. Brands like Capitec Bank and First National Bank are seen by consumers as the most innovative (for very different reasons) and other brands like Takealot and Nando’s are also perceived to be very innovative. Some brands struggle with innovation and worry about what it will take to become tech savvy and compete against global players like Amazon, Uber, or Netflix. Brands in other markets struggle with the same problem. What many have done is invest in machine language, artificial intelligence, and distributed computing to enable brands the world over to effectively compete against global giants. South Africans are great adaptors, and in the same way as mobile technology, in short order, helped local consumers to catch up with the world, similarly, market proven and effective innovative technologies can be acquired to help leapfrog local brands in a broad range of customer-centric areas. >>

15

1 INTRODUCTION


OVERVIEW

South African Country Brand vs. the World South Africa is perceived by the world as adventurous and its businesses and entrepreneurial spirit are seen as strong (ranked #18 by World News/ BAV report as “Movers”) scoring above the world’s highest overall ranked countries like Switzerland, Canada, and Germany. South Africa is also perceived #61 in “open for doing business” stemming from unattractive tax policies and lack of government transparency, excessive red tape, and corruption. Its worst score was “quality of life” (ranked #62). Many African countries aspire to become manufacturing hubs for world outsourcing. Other countries in the region have been able to expand their manufacturing capabilities to support global demand for a variety of goods. However, despite South Africa’s unemployment levels as high as 30 percent, restrictive labor laws, and high minimum wages, the World Bank maintains that South Africa’s economy is “not likely to emerge as a strong competitor in labor-intensive industry in the foreseeable future.” But, this isn’t necessarily bad news. For South African brands not heavily reliant on manufacturing costs, opportunities await as healthy brands show the greatest potential for global growth versus the Top 30 brands in other markets. Brands with strong

fundamentals that understand how to effectively communicate meeting consumer needs have an advantage and can effectively expand and compete on the world stage. Brands like Nando’s and Investec are great examples of how companies can successfully apply their business models in foreign markets and create value throughout the consumer journey. Nelson Mandela’s vision of a Rainbow Nation continues to be an aspiration as South Africans celebrate the centenary of his birth, and strong brands have lofty aspirations too, both locally and abroad. As the country navigates the inevitable bumps in the road, all eyes are still on the entirely achievable goal of a better future for all South Africans, and these brands all have an important role to play along that journey.

Top 30 Comparison The South African Top 30 Brands show good potential to grow versus the Top 30 in other markets. 114

Global

113

US Indonesia

112

India

112 111

South Africa

110

China

107

France

106

Australia UK

105

Germany

104

Italy Spain

103 100 Average Brand = 100

Source: BrandZ™ / Kantar Millward Brown

16

17

1 INTRODUCTION


MEDIA

Media Consumption Landscape Device ownership in South Africa Number of devices owned

1.4

South Africa is similar to all other markets around the world, where the plethora of media channels create challenges for marketers and advertisers in deciding where to invest marketing budget to deliver the biggest returns.

18

From an access point of view, South Africans continue to favor TV and Radio over other channels, with claimed media consumption being 91 percent for TV and 75 percent for Radio respectively, the highest usage across all channels. The above results from the March/April 2018 Broadcast Research Council of South Africa Establishment Survey release, confirms the important role that traditional media plays in reaching consumers. Although there is arguably a greater access to TV and Radio across the country than other media touchpoints, it should be noted that the role of digital continues to be critically important, with 49 percent of consumers claiming to have accessed the internet in the same time period.

PC

21%

Phone

94% What does set South Africa apart from much of the rest of the globe is the fact that this country is by far a mobile-centric market with a much higher degree of usage of mobile phones to access the internet than in the rest of the world. To a large degree, the internet experience for South Africans is exclusively mobile, as only one in five metropolitan South Africans owns a PC, most of which are laptops and just 10 percent of South Africans have fixed line internet at home. Thus any digital marketing plan should embody a mobile first strategy, which is imperative for marketing success.

Tablet

9% Wearables

While South Africans spend a considerably higher proportion of their time on their mobile phones, due to high data costs they spend less time online overall than their global counterparts (-14 percent). Brands which do embark on a mobile advertising journey, need to ensure that advertising is optimized to address this concern. Data compression, especially for video, is a key opportunity and is already offered across Facebook and YouTube. So where are South Africans spending their extra time? This is allocated to traditional media. South Africans spend about 20 percent more time on TV than the rest of the world. Entertainment has proven to be a healthy business and despite the economic hardships many South Africans have endured, Pay-TV services are trending near their global counterparts. Streaming services like Netflix have not yet gained wide penetration in South Africa, however, as the economy advances, and fixed line internet access is rolled out it won’t take long for consumers, who are always looking for “new and exciting”, to shift share of time to streaming online services. >>

3% Source: BrandZ™ / Kantar TNS Connected Life

19

1 INTRODUCTION


MEDIA

Time Spent on Devices

Breakdown of Device Ownership

Daily time spent on devices

Desktop Computer

4.3hrs

Laptop

5

10

15%

Tablet

%

%

8%

9%

Gaming Console

85%

1% 94%

Phone Feature Phone

Share of time spent on devices (%)

11%

Smartwatch Fitness Band

3% -

Smart TV Mobile

PC

Tablet

Pay TV Subscription Online Streaming Service

44%

56%

27% -

Internet at Home

10%

Wi-Fi

Share of time spent on different mediums (%)

Traditional

5%

Voice-Activiated Smart Home Appliance

7%

-

Other Smart Home Device

1%

Digital Media Player

1%

Social Media

Digital

Source: BrandZ™ / Kantar TNS Connected Life

Based on an urban / metro sample of internet "connected" people, three out of four South Africans use social media and of those, about the same ratio of people are on Facebook. WhatsApp is the dominant App and social networking and instant messaging are the most prevalent digital activities. Throughout the world, and South Africa is no exception, brands look to social media to entice, educate, and build communities. Most importantly, social media creates the opportunity for brands to build trust with customers and utilize the power of storytelling to share customer journeys with their broader audiences.


Preferred Devices for Key Activities and Weekly Activity Usage South Africa in 2017 (%) Messaging Emails Post Photos Social Online Articles TV/Movies (via subscription) TV/Movies (bought one-time)

Weekly Social Media Usage Social

74%

35%

25%

21%

6%

6%

5%

11%

11%

6%

5%

2%

4%

2%

Messaging

97%

52%


TV/Movies (free) Video Clips (free) Video Clips (on social) Internet Banking 0%

Mobile

PC

Tablet

Smart TV

25%

OV Device

50%

Other

75%

100%

Weekly Activity Usage


20

21

1 INTRODUCTION


MEDIA

Advertising in South Africa

Consumer View of Campaign Fit...

...Compared to Three Years Ago

Recommendations for Brand Media

Brands generally do a good job at delivering both cohesive and functional “needs-based” advertising, with heavier media users seeing an even better fit with better storylines. Generally consumers also see a good fit across media type, more so than across the rest of the world. Although consumers are seeing a greater proliferation of advertising, there is a sense of intrusiveness, which also is a global phenomenon.

vs. Global Average (%)

Country Average (%)

Traditional advertising holds strong, but as consumers continue to increase their mobile internet time, a good mix of media is appropriate with consistent purpose-driven storylines across media and it is clear that multichannel campaigns tend to be more efficient in delivering overall brand ROI.

Across All

74%

58% Between Different offline formats

77%

59%

Between online and offline

Ads are appearing in more places now

I see more advertising now

91%

88%

64% Ads are more instrusive now

Ads now fit together better across different ad formats

79%

69%

Ads tell better stories now

Ads are more confusing now

61%

31%

55% Between Different online formats

67%

Clearly, web sites must be optimized for mobile usage, information should be succinct and easy to read, and connecting with consumers is best done via messaging (WhatsApp and Facebook Messenger) and social media (Facebook, YouTube, Instagram, and Twitter). Regardless of the media channels chosen, creative integration and optimized customization for each channel in question has the ability to deliver 67 percent more overall brand ROI than campaigns which are completely disparate. Integrated planning is an invaluable component to ensuring every media rand spent delivers real business results.

Indexed Impact of Different Types of Cross-Platform Creative Strategy on Equity Measures

56%


In terms of delivering brand messages, overall traditional forms are still the best in South Africa with radio (+15 percent), billboards (+11 percent) and magazine ads (+10 percent) outpacing global averages. Therefore it is clear that traditional advertising has far greater leeway in terms of delivering a less than optimal experience, where consumers are likely to simply ignore advertising messages which are irrelevant. In the digital space, South Africans don’t have quite the same positive perspective on online advertising and poor digital creatives have the ability to negatively impact brand perceptions, so getting the message, and targeting right, in digital is key. Brands should take the time to ensure digital advertising is relevant, creatively strong and optimized for the individual channel.

22

148

167

100

Non-integrated

Integrated (Same)

Integrated (Custom)

For South African brands expanding in global markets, more emphasis on digital is appropriate as global audiences receive more brand messaging online. Of course, traditional and digital campaigns should be well integrated and consistent and should combine need-based advertising, which is highly effective in local markets, with the emotional storytelling that connects with global audiences.


23

1 INTRODUCTION


KEY RESULTS

Finance Brands Lead The Ranking; Telecom Providers And Retail Brands Are Also Strong Despite economic hardships plaguing the economy for years and the global risk aversion to South Africa as a difficult place to do business, finance brands (Banks and Insurance) represent just over 43 percent of the Top 30’s value. In addition to banks, the insurance category (9.9 percent of total Top 30 value) is well represented by established brands like Discovery and Old Mutual, both ranked in the Top 10 (#9 and #10 respectively). Beyond finance brands, Telcom Providers are strong and feature giants like Vodacom (#3) and MTN (#5). Retail is the category leader in number of brands and is ranked as the third most valuable category with Woolworths (#11), Shoprite (#14), and Mr Price (#17).

Banks Dominate The combined value of the Top 30 Most Valuable South African Brands is $42.626 Billion.

Value of Banks within the Top 30 Most Valuable Brands

Categories % of overall value Airlines

52%

Australia

1.4%

Entertainment

Number of Brands

1.8% Oil & Gas

Number of Brands

2.8%

1

1

41%

Indonesia

Number of Brands

Banks

1

33.5% Number of Brands

#6

33.5%

South Africa

30%

India

Average overseas exposure of Top 30 Brands Average overseas exposure (%)

100 %

Telecom Providers

16.8%

Spain

19%

UK

18%

China

17%

Hospitals

4.3

72% 64% 48%

6

Italy

%

41%

38% Average %

19

25 %

5%

Latin America

%

74%

50 %

Number of Brands

3

75 %

%

15%

Retail

Number of Brands

3

14.3%

Beer

Number of Brands

10.1%

8

Number of Brands

France

4%

Global

3%

US

2%

8%

7%

3%

0%


2 Fast Food

Insurance

5.1%

9.9%

Number of Brands

Number of Brands

1

4

Germany

1% Average Value


Banks dominate the Top 30 ranking in value, with the top two brands Standard Bank (11 percent) and First National Bank (9 percent) representing a fifth of the Top 30’s combined value. Together with the remaining four banks (Absa, Nedbank, Investec, and Capitec Bank) bank brands collectively account for 34 percent of the Top 30’s value, considerably higher than bank brands in the Top 30 ranked brands in the majority of countries.

24

Brand Value is Mostly Driven by Local Consumption According to the World Bank’s 2016 data about 70 percent of South Africa’s GDP was generated by local demand. Not that long ago during the dismal period of global sanctions and economic isolation, local brands has relied exclusively on domestic demand. Today, South Africa’s Top 30 brands still derive a whopping 81 percent of their exposure within the country, leading other countries’ Top 30 brands in local value generation. By comparison, Top 30 brands in developed markets like France, Germany and Italy have a vast majority of their exposure outside their local countries. But because of their highly developed global footprint other countries’ Top 30 brands are far more limited in incremental expansion relative to South African brands that have plenty of room to grow global revenues.

25

1 INTRODUCTION


KEY RESULTS

Brands Still Largely Functional, Not Yet Emotive South African brands have largely managed to sell based on utility, price, and functionality, and typically are not inducing consumers to buy on emotional appeal. Category leaders like Nando’s, First National Bank, Vodacom, DStv, OUTsurance, and Pick n Pay all effectively communicate how their brands meet their customers’ needs with only sporadic attempts at engaging emotionally and truly leveraging the power of the brand. As South Africa looks to grow its brands, now may be the right time to consider emotional appeal which will undoubtedly become a key driver as global brands with plenty of experience in creating demand are vying for attention locally.

Comparison Of Total Value Of Top 30 Brands Across The World Germany $

288,606

$

221,875

$

210,959

$

163,023

France

South Africa vs. the World The total brand value of South Africa’s Top 30 brands is the lowest relative to the Top 30 brands from other markets. To some extent this reflects low cost of living, but it’s low even when compared to other underdeveloped markets like Indonesia, India, and LATAM. Both in aggregate and on average, the Top 30 South African brands also fell short of their global Top 30 counterparts in having overseas exposure with only MTN, Nando’s, Investec, and South African Airways having majority of its exposure outside South Africa. Additionally, the concentration of value of both the Top 5 and the Top 10 relative to the Top 30 was lower than other markets suggesting that while a few brands dominate, the field is otherwise well distributed.

UK

India

Latin America $

107,878

Spain $

103,102

Private Healthcare is BIG BUSINESS

Australia $

98,002

$

85,302

$

75,202

$

42,626

Italy

Indonesia

South Africa

Average Value (excluding Global, US and China)

One of the surprising results was the uniqueness of South Africa’s hospital brands; three brands appear in the Top 30, more than in any other country. Netcare, Life Healthcare, and Mediclinic each fill an important need which many believe results from a generally weak national health system. At the same time, clever insurers like Discovery are incentivizing policy-holders with discounts and rebates on exercise-related activities and products, healthy eating, and sustained improvements, that collectively are significantly impacting the country’s health system and individual longevity and quality of life. From the country that pioneered heart transplants and launched countless medical innovations over the last 50 years, South Africa’s health-centric brands in private hospitals and insurance are making a difference.


26

27

1 INTRODUCTION


KEY RESULTS

Brands With Strong Innovation are More Valuable Innovation (Average)

Technology Integration vs. Innovation While countries like the US and China lead the world in innovation and technological advancements, South Africa in general lags behind the world average on perceived innovation, which more often than not is a function of technology. In general, the Top 30 brands are only slightly above all South African brands with respect to innovation, and many brands outside the Top 30 that are embracing and investing in innovation are knocking on the door. Many brands in the Top 30 have coasted until now by riding the coattails of years of dominance. However, innovators are springing up all around and the Top 30 brands are facing a rapidly changing environment inspired by innovation. The Top 30 brands have the opportunity to distinguish themselves from competitors through technological integration, but the window is shrinking as the pace of innovation accelerates. Their challenge is going to be delivering truly relevant innovation in ways that resonate with their audiences, which will likely require significant investment.

106 100

Average Brand = 100

All South African Brands South African Top 30

Brand Equity Drives Value


Brand equity, measured by a brand’s Power and Premium indices and reflected in a brand’s vQ score (along with the component metrics), drive value in the long term. Over the last 13 years, the Top 30 brands with a high Power Index (ability to drive demand and increase volume) have grown 221 percent vs. brands with a low Power Index which only grew 70 percent. Similarly, those brands with a high Premium Index (justified premium pricing and increased value) are today 288 percent more valuable than 13 years ago versus brands that scored low in their Premium Index and only grew 89 percent. South Africa’s Top 30 brand value relative to the Top 30 in other countries is quite low in absolute terms. Brands with strong brand equity are able to withstand difficult economic conditions, while those with weaker brand equity value have and will continue to lag behind and are at risk. So, many South African brands have the opportunity now to grow value to invest in brand building and focus on the key components that drive brand equity and ultimately brand value.

vQ Measures of the South African Top 30 Brands Compared to other Top 30s globally, the opportunity to grow brand equity in South Africa is clear

Purpose

Innovation

Communications

Experience

Love

Vitality Quotient

111

106

112

108

108

109

#9

#7

#10

#9

#9

#8

# = Position vs other 11 Top 30s

Average Brand = 100


28

29

1 INTRODUCTION


KEY RESULTS

Trust Supports Growth, Sustains Brand Longevity Of the 94 South African brands tracked since 2006, the brands trusted most grew nearly five times relative to brands with low trust and nearly double of those with medium trust. Over the last three years, of the 360 South African brands tracked by BrandZ™, the Top 30 brands were trusted much more than non-ranking brands. Top 30 brands with the highest degree of trust include Dis-Chem Pharmacy, Clicks, and Pick n Pay. Brands that are well trusted are predominantly food brands like KOO (ranked the highest), Fatti’s & Moni’s, Liqui-Fruit, and All Gold, as well as online retailer Takealot, each of which scored above many Top 30 brands.

Trust in the South African Top 30 brands

110 12 Years Brand Value Growth

100

(same 94 brands 2006 to 2018) LOW Trust

MEDIUM Trust

Average Brand = 100

43% +113%

HIGH Trust

+206%



Local Brand Strength in Only a Few Sectors Most of the Top 30 are financial, retail, insurance and hospital brands. Only three brands are represented in the Beer and Fast Food categories (Castle, Nando’s, and Hansa Pilsener) representing just 15 percent of the total value of the Top 30 brands. Typically, most countries with beloved local brands see well-known names rise to the top across a broader category cross-section. However, amid heavy cross-category competition, many well-known South African brands failed to reach the Top 30 stemming from the fact that they had not effectively established local dominance and differentiation, and many were simply dominated by global competitors. There are multiple categories in which brand building efforts can help companies dramatically improve their position to rise into the top echelon of brands.

30

31

1 INTRODUCTION


KEY TAKEAWAYS

Where is the Creativity?

Leveraging Heritage: South Africa, the Adventurous "Mover"

Meaningful Difference Predicts Long Term Value

South Africa’s strongest attribute as a “mover”, according to BAV cultural rankings (see page 110) stems from its unique, different, and distinctive characteristics which are ranked #2 in Africa and #18 in the world. South Africa is also seen as a country of “adventure” (#25 globally), that can be harnessed by South African brands that are well positioned to distinguish themselves from global competitors by embracing these attributes while conveying purpose both in local and global markets. As South Africa plots a course for a brighter future, an improving economy should attract global investment while also providing local companies with a continuous pool of talent enabling South African brands to grow for many years to come.

Since 2006, global brands that are highly Meaningfully Different have grown by 253 percent, five times more than brands that are not. In South Africa, the Top 30 brands that are the most Meaningfully Different are Woolworths, Dis-Chem Pharmacy, Nando’s, and Clicks. However, being Meaningfully Different is not the same as differentiation. Differentiation speaks to a brand’s ability to distinguish itself from other brands. Meaningful Difference is a more holistic view which amplifies a brands long term value potential (see page 52 for more on Meaningful Difference). The collective Top 30 are significantly more meaningfully different than regular brands which is a healthy sign for these brands to continue to build value into the future.

Creativity isn’t something that can simply be acquired or magically evolve from boardroom meetings. Often, creative sparks and innovation emerge from the indepth understanding of customer behavior, along with identifying both the obvious and subtle hurdles and bottlenecks that leave brands stagnant. Together with disruption, creativity drives innovation. As online commerce continues to flourish helped by increasing mobile usage, top brands lacking in these qualities should take note as boring and stale can be replaced. With the exception of Nando’s, the Top 30 brands are absent in the Top 10 creativity ranking. Brands that are seen as creative by consumers will capture interest and grow. Throughout the world, many brands invest in technologies like machine learning and artificial intelligence to provide the critical raw data that decision makers need to freshen and revolutionize their brands.

(Average brand = 100)

Disruption is generally tied to innovation and is about challenging the status quo of a category, usually to the benefit of all consumers. It forces the evolution of a category in some significant way. Brands that are successfully disruptive can quickly gain momentum and fuel rapid expansion. Four Top 30 brands including Capitec Bank, Nando’s, First National Bank, and Dis-Chem Pharmacy are ranked in the top five in disruption, and six Top 30 brands made the Top 10. South Africa’s Top 30 brands (other than the six in the Top 10) could all benefit from looking globally for fresh ideas and new approaches to spark creativity locally. This will help brands defend against foreign competition while strengthening relationships with customers. For brands figuring out how to disrupt, adapting technology in novel ways can have a dramatic impact on consumers, especially for South African consumers who seek memorable experiences and exposure to things new and exciting. However, disruption can also stem from more analogue approaches too. Absa’s Africanicity platform might be an example of a brand attempting disruption through communication, and will require support if the organization is to deliver on this promise.

The Top 30 Brands are Much More Meaningfully Different Meaningful Difference (Average)

161

159

150

100 120

146

Average Brand = 100


155 155 150 Source: BrandZ™ / Kantar Millward Brown

145 135 132


12-Year Brand Value Growth (same 93 brands 2006 to 2018) LOW Meaningful Difference

+50%

MEDIUM Meaningful Difference HIGH Meaningful Difference

+99%

Netflorist

132

Yuppiechef

130

Sorbet

129

Nando's

128

Food Lover's Market

125

Superbalist

125

Showmax

124

Ultra Mel

123

Zando

121 120

Easy Waves South African Top 30 Brand

Average Brand = 100


Leading Disruptors Most Meaningfully Different Brands in South Africa

Top 10 Most Creative Brands In South Africa

Top 10 Most Disruptive Brands In South Africa Capitec Bank

135

Takealot

125

Nando's

124

First National Bank

121

Dis-Chem Pharmacy

120

Liqui-Fruit

119

NetCare

118

KOO

116

Food Lover's Market

115

Woolworths

114

South African Top 30 Brand

Average Brand = 100


+253%


32

33

1 INTRODUCTION


KEY TAKEAWAYS

Brand Evolution: Marry Purpose with Emotion

Difference Index: A Closer Look at South African Brands

Today, South Africa’s best brands deliver effective “needs-based” communication strategies. Attempts at engaging consumers emotively have been sporadic and inconsistent. Brands would do well to start evolving their communications more purposefully towards more emotive platforms. Delivering functionally is of course a requirement for success, but for those brands looking to increase their value and the ROI on their marketing efforts, a transition to a stronger and richer engagement with consumers is going to be important. Many of the Top 30 brands have already achieved strong clarity of purpose, and even experience, but have not yet converted that strength into love.

Top 10 107

Difference Index – Top 30 Comparisons

108

114

Global

US

112

India

112

Germany

111

107

Meets Needs

China

108 / 112

Italy

106

South Africa

105

UK

104

Australia

103

Spain

100 Average Brand = 100

110 Source: BrandZ™ / Kantar Millward Brown

Lower Emotion and Functionality

Meaning Emotionally Driven

109

Average Brand =

Average Top 30 South African Brand 115

100


110

France

Meaning Balanced Between Function and Emotion

Banks in Top 30

113

Indonesia

Meaningful: Affinity vs. Meets Needs – Top 30 Comparisons

Meaning Functionally Driven

117

Top 5

There is an opportunity to build difference within South African Top 30.

Meaning for the South African Top 30 is uniquely driven by a greater sense of functional relevance – these brands typically meet the needs of the consumer well, without necessarily establishing a strong emotional bond.

Non-Banks in Top 30

Differentiation is Key Many of the Top 30 brands do a good job of differentiating themselves against their competitors. Woolworth is by far the best. Capitec Bank, Nando’s, and other category leaders in the Top 30, as well as other brands like Fatti’s & Moni’s, Amarula, and Food Lover’s Market, all stand apart by clearly differentiating their brand from competition. Not surprisingly, the average Top 30 brand scores significantly higher than the average non-Top 30 brand. What is interesting is that the group of non-banking Top 30 brands are the most differentiated relative to both Banks and nonTop 30 brands. Banks certainly have room to improve in this area. Furthermore, when measuring the Top 30’s differentiation metrics against the world, the Top 30 rank below average relative to their Top 30 counterparts. For South African brands expanding overseas, greater emphasis on differentiation will be important in achieving success.

111 Affinity Source: BrandZ™ / Kantar Millward Brown

34

35

1 INTRODUCTION


KEY TAKEAWAYS

Healthy Brands

Trust

Over 22,000 global brands and over 350 South African brands have been measured with respect to their vQ score (see pg 48). Consistently, brands that are “Healthy” and score well across all key measures in this regard, grow exponentially over those that are less-healthy. Interestingly, South Africa has a higher proportion of healthy brands in the Top 30, relative to global brands. Local South African brands deliver effective communication of how they meet their customer’s needs, and deliver a clear sense of their brand’s purpose.

Building trust builds equity and drives exponential growth. Across the world, brands with high trust have grown up to five times more than brands with low trust. The Top 30 South African brands are trusted more than the average South African brand and there is a clear correlation between trust and brand equity. South African consumers are not as trusting as global consumers in general, and especially for many large brands in the most valuable categories, trust is a difficult commodity to achieve. Only three Top 30 brands rank in the Top 10 most trusted brands in South Africa suggesting that the otherwise strong brands in Banking, Insurance, and Retail can improve in this area.

12-Year Brand Value Change (same 94 brands 2006 to 2018)

Frail

OK

+50%

KOO

134

Dis-Chem Pharmacy

130

Takealot

129

Clicks

128

12-Year Brand Value Growth

Fatti's & Moni's

127

(same 94 brands 2006 to 2018)

Liqui-Fruit

125

All Gold

124

Tastic

124

Pick n Pay

123

LOW Trust

+69

%

+43%

MEDIUM Trust

+254%

Healthy

Top 10 Most Trusted in South Africa

+113%

122

Mrs H.S. Ball's HIGH Trust

+206

%

South African Top 30 Brand

Average Brand = 100

Source: BrandZ™ / Kantar Millward Brown Source: BrandZ™ / Kantar Millward Brown

South Africa has More Healthy Brands than the Global Average Healthy Frail

14%

32

%

Trust and Brand Equity Show a Strong Relationship In South Africa

Healthy Frail

36

R 2=0.82

130

8%

%


120

All Global Brands

vQ

All South African Brands

OK

55

%

OK

100

Average %

56

%


85 85

95

105

115

125

135

145

Trust Source: BrandZ™ / Kantar Millward Brown

36

37

1 INTRODUCTION


KEY TAKEAWAYS

Digital Integration South Africans have embraced technology, particularly mobile computing and smartphone usage, and positive attitudes towards technology in general outpaces global consumers in the excitement of how technology is transforming society and helping individuals get ahead. Brands both in South Africa and around the world are increasingly investing in artificial intelligence (AI), machine learning (ML) and personalization technology. However, many South African consumers are more afraid than their global counterparts of how AI will affect them individually along with the rest of society. Brands considering investments in AI need to pay attention to how digital integration can be harnessed to deliver value and meet consumers’ emotional need for new and exciting, while educating them as to the benefits of AI in improving their lives.

Other Brands of Note

Own Your Niche

A brand’s vQ measure (see page 48) quantifies five key attributes that magnify a brand’s value. Many brands do a lot right, but only a few are able to demonstrate prowess in all the key factors. Of all the Top 30 brands, only First National Bank, Clicks, and Pick n Pay appear in the Top 10 for four of the five measurements, and none appear in all measures. Brands outside the Top 30 like KOO and Takealot rank in each vQ category and KOO ranks #6 or above in every measure. No surprise as KOO has been loved and trusted for 75 years, and has successfully integrated its products into all of South Africa’s walks of life, while Takealot successfully rides the wave of internet adoption and ecommerce in the country.

Many of South Africa’s most valuable brands dominate important niche markets. However, not every successful brand needs to infiltrate people’s lives and strong niche brands know how to do a few things completely right rather than a bunch of things somewhat well. Owning a niche helps create the meaningful difference that drives Brand Value. Brands including Nando’s, Sasol, Woolworths, and DStv each do well in owning their niche, which helps to build brand value and defend against competitors.

38

Analysis Beyond Demographics Data capabilities have become highly sophisticated and provide marketers with new tools to move past simple demographic shifts that target collective groups, and instead enable deep understanding into the individual psychographics. Marketers can now leverage vast data sets informing decision-making processes to help brands communicate why and how they can fill needs down to the individual. These tools can result in the hyper-personalized feeling that “this brand gets me.”

Data Security

The Digital Workforce

As the South African population is projected to double by 2050, brands will need to be prepared to accommodate this dramatic growth, and securing data is a core component of building trust. Data breaches have occurred throughout the world and have become headlines with greater frequency in recent years. While everyone is concerned over their private information, Gen Z is particularly sensitive, ranking privacy as one of the highest priorities. The trend is expected to continue. So as brands expand their capabilities in collecting data on customers, privacy and security must be ensured and effectively communicated.

Many leading global and local companies have invested in technologies allowing their employees to improve quality of life by reducing the pressure, time and expense of commuting to work. For South Africans who are cost conscious and value professional challenge along with a sense of ownership, enabling digital workforce capabilities can be a great method of helping employees balance work and life, create a sense of independence and ownership. In turn, investing in the digital workforce can be highly profitable as turnover, recruiting, and training new recruits can be costly. 39

1 INTRODUCTION


BRAND CONTRIBUTION

Metrics Deep-Dive

There are some brands that punch well above their financial weight in the BrandZ™ rankings by focusing on making meaningful connections with consumers, being seen as different in their category, and ensuring through their communications that those differences are well understood.

Why is Brand Contribution Important? Brand Contribution is the BrandZ™ metric that assesses the extent to which brand alone, independent of financial or market factors, drives purchasing volume and enables a brand to command a price premium.

Financial Value Financial Value created by a brand.

Brand Contribution Proportion of Financial Value explained by brand equity.

1

Fast Food

2

Beer

Brand Value 2018

$ Brand Value The total value attributable to the brand.

2,160M

3

Retail

Brand Value 2018

$

3,172M

Brand Value 2018

1,434M

$

4

Entertainment

5

Beer

Brand Value 2018

776M

$

Brand Value 2018

1,121M

$

Brand Value Rank 6

Brand Value Rank 4

Brand Value Rank 11

Brand Value Rank 18

Brand Value Rank 15

Brand Contribution Index 5






40

41

1 INTRODUCTION


CROSS CATEGORY TRENDS

We live in a world increasingly influenced by technology

Even a highly unique culture like that of South Africa is changing, evidenced by the rapid growth and utilization of mobile technology that has impacted almost every facet of life. Over the course of the last decade we’ve seen smartphones appear in the hands of consumers across every spectrum. Meanwhile, brands have adapted to deliver to the South African consumer benefits befitting their evolving needs, some learned from their global counterparts, but some homegrown ones too. From banking and financial services to fast food, South African brands share the common understanding that to succeed locally, advertisements, promotions, and selling offers must be clear, concise, and deliver value. The following trends are shaping the new South African consumer who is more savvy, efficient, and aware than ever before.

42

Convenience South Africans are leading increasingly complex and busy lives and are keen to buy products or services that help them free up time either for family and friends at home, or for entertainment and socializing. Consumers are becoming ever more digitally integrated and are doing as much as they can on their phones while on the go. When it comes to retail, shoppers are drawn to services that help them save time in store or make the experience simpler, which increasingly involves not even going into a store at all. Understanding the value of convenience and integrating it into the brand’s proposition can certainly be a big plus for marketers.

The Accelerating Wave of Globalization Online and mobile consumers are drawing the world into South Africa, faster than South African companies can establish footholds outside the country. With better economic times ahead, South Africa is becoming more attractive as a brand investment target and the influx of foreign companies will stimulate the demand for global brands and services. The danger for many local brands across all categories resides in the acceleration of these changes. Brands can no longer rely on the fact that local is lekker or that they are proudly South African to bolster sales. Consumers will be making more dispassionate comparisons, and spending their money based on merit, rather than nationalism. For brands with the potential to enter new markets globally, the associations with South African cultural uniqueness can be a ticket to success. >>

43

1 INTRODUCTION


CROSS CATEGORY TRENDS

Changing Spheres of Influence Though television remains the mainstream media of choice, mobile has become a dominant force in how people access information, buy products, search offers, book travel and conduct financial activities. Increasingly, particularly among younger consumers, digital media is providing new sources of inspiration. Given the ubiquity of mobile phones and the popularity of social media, online forums are alive with opinion, and the sources of influence are many and varied.

The Search for Value In the face of rising costs of living, South Africans can’t be blamed for being value-minded. But they are not necessarily just buying the cheapest products available. They are rather looking for more efficient ways to buy, wanting to strike the right balance between quality and price. Woolworths or Pick n Pay may not offer the lowest prices around, but consumers know they get good value for their purchases, which brings them back again and again.

Brand & Consumer Alignment Consumers tend to be drawn to products and brands that they perceive to be aligned with their own lives and beliefs. For example, South Africans tend to value traditions and heritage, which is increasingly leveraged by brands in their communications. While this puts many local brands in a strong position to make meaningful connections with consumers, it also provides opportunities for international brands that can provide a locally relevant expression of their brand – and, in some cases, a localized version of their product – that feels at home in this market. McDonald’s has tried to localize its offering with boereworsflavored burgers, while global brands like Domino’s Pizza, H&M and Zara are also expanding their footprint in the country.

44

Nearly three out of every four connected South Africans are on Facebook weekly, and like many other places in the world, WhatsApp has become the killer app delivering real-time connectivity to family, friends and business contacts, with the idea of a WhatsApp Group even entering the lexicon as a proxy for cohort. With increased access to reliable wi-fi, Smart TV purchases on the rise and streaming services gaining ground, South Africans are adapting quickly to a more connected world.

Artificial Intelligence, Machine Learning, And World of Machines AI, ML and IoT (Internet of Things, connecting a multitude of devices together to communicate and gather information) are becoming everpresent. From individualized online and mobile shopping experiences to driverless cars, smart energy meters to weather-controlled agricultural water systems, businesses and people globally are relying more and more on technology behind the scenes. While much of this cutting-edge technology has not yet been fully integrated in South Africa, both established brand managers as well as up and coming brand entrepreneurs can utilize advanced technologies. Stronger brands like First National Bank and Capitec Bank along with many up and coming brands like Takealot, News24, and Showmax embrace technology to flatten the world, increase speed to market, and drive demand.

45

1 INTRODUCTION


BRAND HEALTH

Innovation Brands become stronger when consumers see them accomplishing their Brand Purpose through innovation. Consumers see innovative brands as Meaningfully Different from the competition, as leading their categories and setting trends. Technology can play a significant role in driving the perception of a brand as innovative, but all efforts to challenge and improve on the status quo can have an impact, whether digital or analogue. Capitec epitomizes this point, having taken on the banking industry and achieved enormous growth in a relatively short time, as well as changing the rules of the game by introducing a number of much needed innovations.

Diagnosing Your Brand’s Health Purpose Healthy brands begin with a purpose. It does not need to be a grand purpose about changing the world, but it does need to be a clear purpose that leaves consumers believing that, in some way, the brand is improving their lives.

Achieving Meaningful Difference to consumers is the key to success. BrandZ™ data show that five key areas influence a brand's Meaningful Difference - the more of these areas a brand can perform well on, the more likely it is to achieve value growth. The healthiest brands in the world will all tend to score well on these.

The Big 5 The five dimensions are:

Purpose Making people's lives better.

Innovation Driving leadership credentials via creativity and disruption.

Communications Delivery of memorable and engaging advertising.

These five measures come together to form a brand's 'Vitality Quotient' or vQ, which shows a very clear relationship with Meaningful Difference; the higher a brand's vQ score, the more Meaningfully Different it is to consumers.

Purpose is the reason the brand exists; the ‘why’ behind the ‘what’. South African brands that have the strongest sense of purpose are DisChem Pharmacy and Clicks. This likely reflects the clarity with which they go to market. Consumers know what they’re getting from these brands, and the role they play in making their lives better. NetCare and Mediclinic are other brands in the health and wellness area that also show up strongly when it comes to purpose, suggesting a resonant theme for South Africans.

Of all the brand health dimensions, Innovation scores the weakest for the South African Top 30 brands. Closer investigation involves splitting Innovation into the three facets that drive it, namely Creativity, Disruption and Leadership. This analysis reveals that the South African Top 30 underperforms on Disruption compared to the Top 30s of countries in the rest of the world, while the other two areas are on par. This is not to say that no brands are seen as Innovative in this market. Quite the contrary. There are a number of brands outside of the South African Top 30 that have scored quite strongly on Innovation overall, and in particular have dominated the area of Creativity. Brands in the Top 30 should see this as a warning sign, as these brands are sure to see an increase in their brand value over time if they can consolidate their positions as some of the most innovative in the country.

Communications To benefit from Brand Purpose and Innovation, brands need to amplify these indicators with effective advertising and other relevant communication. Brand Purpose and Innovation produce good stories, and the stories need to be told. Nando’s leads in this area, with consistently provocative and humourous communications. The brand never misses an opportunity to find the funny side of even the most austere of situations. All of this plays a significant role in amplifying the perceptions of the brand as a disruptor, and goes a long way towards bolstering its overall health. First National Bank is another brand that has benefited from a number of memorable campaigns, which have clearly left a lasting impression with South African consumers. >>

Brand Experience Meeting needs in a unique way.

Love Fostering an emotional connection.

46

47

1 INTRODUCTION


BRAND HEALTH

Winning Strategies Love The outcome is Love, which adds resilience and helps brands sustain their relationship with consumers over time.

Experience Communicating a brand’s story well helps persuade consumers to try the brand—as opposed to trying a competitive brand. If the Brand Experience delivers the promised Brand Purpose and Innovation, consumers are more likely to come back for more. Takealot shows that the brand experience is holistic, and not limited to the moment of purchase. Browsing and purchasing on the site or app is surely not hugely differentiated from other similar online retailers, but the brand has managed to secure a strong showing in terms of consumer perceptions around brand experience.

Brands that manage to earn the love of consumers notably receive loyalty and forgiveness, and often the ability to charge a price premium. But only the few brands that have managed to clarify and land their purpose while innovating and consistently delivering a compelling experience, are likely to build an emotional connection. Brands like KOO and Fatti’s & Moni’s have been household names and much beloved brands for generations. They’ve proven their commitment to consumers, and earned their place in the kitchen on a daily basis.

The brands that top the list are from a wide range of industries, but stand out by delivering clarity, innovation, and a great experience.

Delivering clear and consistent communications across all touchpoints and ensuring that all customer interactions with the brand reinforce the brand’s purpose and values.

Many of the brands with the highest vQ have consistently delivered strong brand experiences for many years, while others have secured their places by aligning with rising technologies.

Leveraging the power of artificial intelligence, machine learning, and other technology tools to individualize interactions on digital platforms, but don’t forget that great face-to-face interactions are often more telling than the anonymity of the digital experience.

Brands can build their brand’s health through:

Focusing on a small number of improvement areas. Using these areas as starting points will yield better results than trying to tackle too much at once.

Woolworths on the other hand has a much more tangible claim to the experience throne. The brand combines consistency across platforms and media with quality that South Africans are more than happy to pay for. Store layouts, service and policies all contribute to a positive experience.

48

49

1 INTRODUCTION


MEANINGFUL DIFFERENCE

How Meaningful Difference Drives Brand Equity

Over the last 13 years the BrandZ™ Top 100 Most Valuable Global Brands with high brand equity scores grew their brands three times more than their competitors. Over and above that, brands that were very Meaningfully Different experienced growth in brand value of up to five times over those who were not, indicating that driving differentiation in your category and ensuring that it is meaningful to consumers, will help put your brand on the fast track to growth.

12-Year % Value Change for the Same Brands 2006 to 2018 Meaningfully Different (in 2006)

LOW

+50%

+99%

MEDIUM

+253%

HIGH

Average Brand = 100


The biggest challenge that brands face is creating sustainable and profitable growth. That requires focusing on Meaningful Differentiation: functional, emotional or societal. The Meaningfully Different brand not only sells more - it can sustain a price premium over time. Strong, profitable brands are meaningful to their consumers, perceived as different from the competition and are more salient - they come to mind more quickly and easily than the alternatives. Meaningful Difference is a metric that underlies brand equity, and proper amplification of a brand’s Meaningful Difference is critical if the brand is to achieve its full potential.

We Determine Brand Equity by Looking at How Meaningfully Different a Brand is in the Mind Of The Consumer

Consumers feel an affinity for the brand or think it meets their needs.

Feels different from other brands or sets the trends for the category.

Taking Meaningful Difference to the Next Level While being meaningful is a powerful brand asset, the power of that asset is strengthened if your brand is perceived to be different from the alternatives, and this can be further unpacked by a brand’s purpose, innovation, communication and brand experience, which then translates to love for the brand. These five key metrics can be combined into a single score we call a brand’s Vitality Quotient (vQ). The vQ score matters because there is a very clear relationship between a brand’s Meaningful Difference to consumers and the vQ score. The higher the vQ score, the healthier the brand, and ultimately a higher brand value.

Meaningful Difference

Comes to mind quickly and readily when activated by ideas relating to category purchase.

Brand Purpose

BUY MORE

Innovation

Communications

Experience

Love

PAY MORE Vitality Quotient

BRAND EQUITY

50


51

1 INTRODUCTION


MEANINGFUL DIFFERENCE

What Can Other Brands Learn From This? Start with What Differentiates Your Brand The starting point for creating meaningful difference lies in defining what could make your brand be seen as different. The differentiation created by the brand needs to be potentially meaningful to the target audience, sustainable and easily appreciated in order to be a valuable asset. Nando’s is a great example, amplifying their Meaningful Difference through a unique and relevant style of communication that resonates with consumers.

2018 South African Brand Performance South African brands generally score well on Meaningful Difference, and although they are, on the whole, successfully connecting with consumers, there is work to be done, as we see that the connections tend to be more functional than emotional. Woolworths leads the Top 30 in Meaningful Difference which is driven by their great brand experience. Takealot is seen as the most Meaningfully Different brand outside the Top 30. Their Meaningful Difference is also driven by great experience, which sets them up for potential for future growth, especially as eCommerce takes off in South Africa. This highlights the important role brand experience plays in growing brand equity.

52

To identify a more fundamental meaningful differentiation, many brands take a step back and examine their purpose. What difference is the brand going to make in people’s lives? The power of purpose lies in creating something unique that your brand champions. Capitec Bank's purpose and point of Meaningful Difference is to simplify banking so you can “bank better and live better”. This ties back to innovations like Sunday banking and paperless banking to make things easier and more accessible for their customers, which is inherently differentiating. While the true motivational power of purpose may lie more with people working for the company than consumers, a strong sense of purpose helps align innovation and marketing efforts to best effect. Dis-Chem Pharmacy finds their point of differentiation by championing socio-economic causes and bringing affordable healthcare services to people in need.

Ensure You Deliver on Your Promise Once you have identified what it is that differentiates your brand – functionally or emotionally – the next step is to ensure that the brand delivers on its promise. To build meaning is critical to deliver a positive experience, not just once but on a consistent basis. It is repeated good experiences that build habit and affection. Consistent great quality, over many years, has built a sense of trust and love for KOO, which has now become their Meaningful Difference against competitors. The flip side is that a single bad experience can undermine years of investment in a matter of moments, unless addressed quickly and effectively. Do not assume that marketing communications have no role in creating meaning through experience. Marketing communication has a huge role in framing the brand experience – modeling what it is going to be like to use the brand and how that experience might be different. Marketing communication does not just make a brand salient – it has a powerful influence on what aspects of a brand people notice and experience.

Actions for Building Meaningful Difference 1. Identify what will differentiate the brand and then make the difference as meaningful and salient to as many people as possible. 2. Create deeper meaning with positive and repeated brand experience. Focus attention on the positive aspects of brand experience. 3. Deliver on the expectations created by brand marketing. 4. Depend on marketing communication to build meaningful difference as well as salience.

First National Bank is a great example of a well-rounded brand with their point of differentiation threaded through purpose, innovation and experience amplified by great communication that brings these characteristics to life. This has built love for the brand and highlights how Meaningful Difference can drive value and preference for the bank.

53

THOUGHT LEADERSHIP

2 THOUGHT LEADERSHIP


Kantar is one of the world's leading data, insight, and consultancy companies. The company employs 30,000 people, providing business strategies for clients in 100 countries.

Leading Disruption

www.kantar.com

Adhil Patel Global Director, Brand Kantar [email protected]

Discounting is not the Same as Disrupting

Brands are increasingly challenged to find growth in uncomfortable places. Now more than ever, marketers have to be ready to lead disruption of their particular competitive landscape. Therefore, the role of consumer insight is to inspire and shape disruptive ideas to ensure resonance with the target audience. When marketers are pushed to think of brands that have successfully disrupted, they tend to jump to the usual examples of Uber or Airbnb, followed often by Amazon and maybe even Apple. These brands may well be the textbook exemplars, but there are so many other less famous - and more local – cases that are worth sharing and learning from. What can we learn from brands that have managed to grow in spite of market pressures?

56

Disruption is About Being Different In order to change a market significantly, a brand should strive to be different in some relevant way to stand apart from the competition in the minds of consumers. Sometimes this can relate to tangible aspects of the product, perhaps driven by technology, but often it stems from dominating specific important moments in the consumer journey. Brands that best leverage their distinctive assets to drive their power in the minds of consumers will differentiate themselves at moments that matter to maximize their chances of growth.

Flipping the Script Disruptors tend to change the way things are done. They challenge the status quo and are not afraid to set the category debate, in many instances transferring knowledge from other unrelated categories. Capitec Bank epitomized this idea, attacking traditional banking headon with opening on Sundays and simplified offers. Following the success of grabbing attention, they backed up the excitement with competitive fees and an unparalleled branch experience.

On occasion, Takealot and other online retailers offer deep discounts, presumably in the hopes that they can help build more of a culture of online purchasing for consumers that have been traditionally wary of buying an item without the ability to hold it in their hands first. In reality, they’re training consumers to only buy items on special. Taken to the extreme, price sensitive e-shoppers can access huge discounts under significant time pressure on sites like OneDayOnly. co.za. A strategy that focuses on discounting alone will find it difficult to sustain any growth it achieves.

Tapping into Technology Trends If we think about how life recently has been affected by technology, we can look to the tremendous uptake and usage of WhatsApp, which has disrupted messaging by turning the traditional texting category into something a bit more social. It can be argued that this application satisfies needs and blurs the boundaries between many different categories by catering for group and video chat.

Standard Bank’s SnapScan app has changed the payment landscape particularly in situations where merchants may not have access to bulky card machines. And Absa managed a world-first with its ChatBanking, which allowed customers to make banking transactions through their social media accounts. Another interesting app that’s finding some momentum is SweepSouth, which gives customers access to a large number of vetted cleaners on-demand. With fibre-optic internet finding its way into more and more homes, brands like Showmax and Netflix are appearing on more television screens and computer monitors across the country. In addition, music on-demand from Apple Music or Google Play brings anything you want to listen to right to your fingertips. Services like these that allow customers to stream and/ or download content are putting enormous pressure on the old broadcasting model.

Agile Marketing is Increasingly Important Changes to the way people choose, and the set of brands they select from will lead to substantial changes to the way they feel and behave. This means that disruption has a significant impact on the strength of relationship for all brands in the market. To cope, marketers need to behave as if they are in perpetual beta which means fast feedback is essential in quickly identifying opportunities to course correct and counter strong competitive moves. Apart from inoculating against the impact of disruptors, this agility can be used as a way to keep other brands on the defensive. True disruption is rare, but bringing significant change to your category is certainly possible. Ensuring you lead the change will be important if your brand is to grow faster than others.

These brands have used technology to rethink old categories, and to reframe them in ways that may have been unexpected. Of course, relying heavily on technology can be a risky move, as the pace of change reaches unprecedented heights. Successful brands will do their homework to make sure they’re tapping into a trend, not a fad, and will keep innovating to stay ahead of the competition.

57



A World of Changes in the South African Media Landscape

MediaCom is “The Content + Connections Agency”, working on behalf of its clients to leverage their brands’ entire system of communications across paid, owned and earned channels to deliver a step change in their business outcomes. www.mediacom.com

Reaching the “new” connected consumer requires quality content, advanced technology, and digital expertise to unlock new revenues, especially from digital media platforms Ashish Williams CEO MediaCom [email protected]

The shifting landscape - by 2019, South Africa’s internet market will more than double to R76.2 billion2

Consumer confidence has improved in the last 3 years, spending power has increased, and for the first time in a long time, consumer savings ratio is in positive territory1.

New mediums including video-ondemand platforms and the video gaming industry are growing rapidly and generating a lot of excitement. This is starting to revolutionise how people consume content and will force content distributors to devise more technology-led distribution methods, and most importantly new revenue models in the next few years.

The South African consumer is confident and change in lifestyle needs are matched by shifting expectations. Meanwhile, digital media is the fastest growing medium in the country; the correlation to consumer confidence is clear.

Digital media consumption and integration is easier to measure than more traditional forms of media and content creators and distributors will leverage this data to build consumer journeys that give individualized holistic views of the new consumer across traditional and new media.

There are myriad factors that influence the media landscape in South Africa. But three prominent developments crucial to understanding change; the great shift towards digital integration, the importance of quality content and the correlation to engagement, and the growing need for brand safety practices.

1

58

2

Statistics South Africa PWC

The interaction revolution between media and the consumer stems from new technologies including data management platforms, advertising exchanges, and real-time programmatic technologies. There is also increasing complexity in how digital consumers are reached. Due to media and device fragmentation, the challenge is immense in making the right business decisions regarding efficient spend in effectively segmenting digital consumers by their engagement levels. Media activities are often nonconsecutive. The widespread nature of simultaneous media consumption means that the vast majority of internet users go online while they watch television; few media activities occur in isolation. Effective segmentation requires insight into the consumer journey. Without experienced specialists who understand the changing dynamics of mass communication and how digital integration has altered the new media landscape, we may not effectively target consumers. We need to invest in digital tools that measure consumer behaviour, triggers, and consumption patterns. The trick will be to find the right consumer at the right place by deploying the right content and allow content to drive ROI. >>

59



Engagement alone should never be a key performance indicator, loyalty and trust in a brand built through content will ultimately define success We simply can no longer ignore the significance of digital, and the need for engaging content. Since 2012, mobile internet usage has increased from 28 percent to 39 percent, or approximately 3h15min per day. With a steady growth in mobile usage, it is critical to deliver content in a variety of different formats and across all of the different platforms while understanding the attention span on these platforms. Creating effective, agile, non-fatiguing content that engages audiences is key as audiences are more discerning. New content creation models must be considered as old models have become insufficiently slow. Brands must deliver content more frequently and optimized based on best data practices. Analytics and data leadership can be a competitive advantage and will become the heart of everything we do in creating consistent and measurable data points, while asking the right questions and defining clear measurement benchmarks. Establishing best in class reporting techniques for smart interpretation is crucial to ensure that all business challenges can be answered.

A Closer Look at Brand Safety and Reputation Risk Going hand-in-hand with data leadership is brand safety. In a digital world where sharing is inevitable, brands are increasingly at a higher risk for reputational damage than ever before. Brands need to carefully consider how to manage their reputation. This is where brand safety and placement plays a crucial role in ensuring reputational risk is minimised. Ignoring brand safety can cause irreparable damage that can take years to overcome. Online privacy concerns for South African consumers are above the global averages. 70 percent of online users are concerned about how companies are using their personal data, compared to the global average of 62 percent3. Brand advertisers must become fully committed to brand safety in order to enable our clients to place digital advertising where it has a real opportunity to be seen by the right target audience and in an appropriate editorial environment. Every business must prioritise and align investment in technology and people to provide a viewable, fraudfree, targeted and brand safe digital

60

advertising environment. Whilst there can never be a guarantee of 100 percent contextual brand safety, within this ever-changing media landscape we need to ensure that we get it right. We must be drivers of continuous improvement in brand safety best practices.

Holistic Integration We can no longer afford to think in silos. The numerous factors that influence the media landscape in South Africa can’t be addressed in isolation. Everything is connected and innovation and transformation in this industry comes with great responsibility that translates into acknowledging consumer concerns about data safety and privacy as digitisation and multi-screen accessibility adds layer after layer to the once ‘traditional’ media landscape. When we analyse these three changes affecting our future, we must recognize that these elements are inextricably linked and therefore business efforts must be coordinated in accordance.

3

GWI report

61


Why Stripping Away Traditional Channel Structures is Imperative for Success


can understand and relate to. By doing so, brands showcase that they are more personal thereby enabling a dialogue with the consumer instead of a monologue.

Connecting with Consumers gathering. Consumers are becoming more in control of what they want, when they want, and how they want it. The reality for marketers is that this principle applies especially to advertisements. This is why marketers need to gain consumers’ interest via a more personal method of communication. The question is, “how”?

Brenda Khumalo Managing Director Collective ID [email protected]

We live in a world where consumers actively resist marketing, so in order to remain relevant it’s imperative to stop “marketing” to people. Brands should start thinking how they can create an environment in which consumers advocate brands to each other, otherwise known in the traditional sense as “word of mouth”. Thanks to technology becoming an ever-increasing part of our lives, word of mouth has morphed into “word of social media”. With technology almost always at their fingertips, consumers are moving away from the traditional channel structures of information

62

Goodbye Monologues, Hello Conversations Consumers have become more multi-functional due to mobile and online content, and brands need to understand this. To adapt to this behaviour different communication channels must be integrated as one, and brands need to speak with the consumer and not to them. With a more personalized method of communication brands stand a chance to gain and maintain customer relationships. Another important factor is the consumer journey. Brands that understand how consumers experience the process are better able to target and integrate into consumers’ lives and become more “moment focused”. Increasingly, brands are stripping away the traditional channel structure and filling this gap by understanding consumers to better personalize communication. It’s also important to remember that the number of adverts consumers are viewing daily are constantly increasing. To combat this, brands can better engage by providing real, upto-date information that consumers

A sad but true fact is that a growing group of consumers are spending more time in the digital world than socializing with people face to face. Ironically, consumers are also looking for more meaningful connections when engaging with brands. Cell phones have become such a part our lives and are more than a mobile device or an attachment. Cell phones represent an emotional connection where some people are so hooked to this connection that they are constantly checking it during the night instead of getting a good night’s rest. Beyond the extreme, the majority of people, especially millennials, tend to look at their cell phones immediately when they wake up. For 71 percent of people, their last activity before they go to bed is to look at their phones. This statistic is significant because it shows that consumers, especially the younger generation, is constantly connected – from morning to night (and even during the night). One of the driving factors is that cell phones are no longer just for communication: ordering food, lifts, getting directions, watching the latest trending video, listening to music – is only a pocket or purse away, whether consumers are at work or at the dinner table.

Shifting Towards Shared Experiences People are influenced and affected by interactions in the digital world. Stripping away the traditional channel structure allows brands to modify communication methods in a deeper and more personal way. This is why brands need to engage and remind the consumer of who they are. This can be done with strong branding campaigns that are based on collective emotional connections because consumers still want that feeling of engagement and to be connected to one another. Shared experiences are an effective way for brands to achieve this. Personality is also an important element for a brand, as it can guide the identity of the consumer and what they stand for. A brand’s personality needs to be consistent with that of their audience. With clearly communicated brand personality, consumers can better connect and build a relationship. Brands that understand how consumers think and act are able to break through the clutter. Being able to really understand the consumer journey enables brands to build customer-centric communication around bespoke customer journeys – as it should be.

Collective ID occupies what we believe is a unique space in the range of advertising agencies available in South Africa. www.collectiveid.co.za

63



Brands That Invest Online Today Will Reap The Future Reward

Founded in 1931, Smollan is a retail solutions company, delivering growth for retailers and brand owners across five continents. www.smollan.com

The Distinction Between Online and Offline will Become Obsolete

Although we may not catch up to more advanced markets anytime soon, ecommerce remains one of the most dynamic retail formats in South Africa with a host of online retailers making significant progress in meeting the needs of a growing online shopper base. Despite this progress, research has shown that several impediments to online adoption remain a reality in South Africa, including a distrust of online payment methods, the cost of delivery, the lack of online loyalty or rewards programs, and poor product information.

Rudi Nienaber E-Commerce Manager Smollan [email protected]

64

2

In 2016, ecommerce reached 1 percent of total retail sales in South Africa1. While still lagging behind the global average of roughly 8 percent2, the recent growth of online retail has surpassed that of bricks and mortar by a factor of five.

1 Arthur Goldstuck. 2016. Online Retailing in South Africa, 2016. World Wide Worx. Madhukar, K., Hull, R. & Vachhani, S. 2017. Ecommerce 2.0 and Grocery. SunTrust Robinson Humphrey.

Though we’ll overcome many of these challenges, contrary to what some commentators may say, ecommerce will not be the death of retail. However, it will, without a doubt, shape the nexus between retailer, shopper, and brand beyond anything we’ve witnessed in recent history. Below are five predictions, varying in timeline and probability, that we believe businesses in the retail sector should be thinking about:

The harnessing of electricity was a momentous development for humanity and the first electric products were called out for their ingenuity. Rightly so. But over time electricity stopped being a “thing” and simply became an enabler for the way we operate. The same has happened to “digital” and the same will happen to “online”. We’re not there yet – “omnichannel” remains an aspiration but this will become the norm as shoppers begin to expect a seamless experience in how they engage with brands in front of a screen or on a shop floor. The siloed approach in which we typically deal with online and offline doesn’t recognize the reality that online is simply another sales channel.

Households will be Powered by Smart Technology Driving Automatic Replenishment We’ve started to see the early stages of this but in time, artificial intelligence and connected devices will allow for our stock up shopping to be shifted to predictive autoreplenishment. This may not be a reality for large portions of our populations but there is a huge amount of spend which will potentially be at play. The implications for brand stickiness, impulse purchase, non-invasive in-home messaging, and direct to consumer relationships can’t be ignored. Retailers and brands that can unlock this opportunity will also be able to overcome the relative cost of delivery because of increased basket sizes and predictable cycles of fulfilment. >>

65



Retail will Remain Relevant, as an “Experience” Retail won’t die, but the space and functional requirements of a retail store will drastically change. Experience will trump necessity, as shoppers look to retail as a space to explore the senses. In-store marketing geared purely towards dissemination of information will become less effective as shoppers are powered with almost limitless information at their fingertips. However, retail will continue to provide an invaluable opportunity for tangible, immediate gratification and sensory influence.

Mobile Commerce will Leap Frog Modern Trade Retail in the Developing World In much the same way that mobile phones leap frogged fixed line telephony in many parts of the world, mobile commerce could potentially do the same with a portion of modern retail. As smart phone penetration and data accessibility increases, so too will the growth in mobile commerce, and a scenario will emerge in which the roughly 100,000+ informal retail outlets3 in South Africa could become a powerful digitally enabled click and collect network. Not only would this help overcome barriers associated with online payment and delivery, but brands could have access to huge amounts of shopper data that would support highly targeted messaging and promotion directly in the hands of the shopper.

66

Democratization of Sales Through Third Party Marketplaces Allow Niche Brands to Take Share Marketplaces have played a big part in the success of some of the world’s dominant ecommerce platforms. Locally, we’ve seen several players introducing marketplaces, with four out of the top five trafficked online retailers having a marketplace. As a result, it’s never been cheaper or easier for smaller, niche brands to reach markets at scale. Conversely, for large established brands, not only is there a potential threat from emergent brands, but also the threat of uncontrolled sales of ones’ own brands. As such, it becomes hugely important for brands to have a clear view on the “what, where, and how” of their own products along with those of competitors across the online ecosystem.

3

Given the relative immaturity of ecommerce and brands’ online journeys in South Africa, an opportunity exists for those businesses that invest in the space today to attain a disproportionate share of online sales relative to their position in traditional retail. Even the most basic interventions of increased availability and enhanced visibility through consistent digital merchandising can put brands ahead of the competition, and place brands at the start of the journey towards seamless omnichannel retail.

Nielsen. 2016. South Africa’s not so traditional, traditional trade report.

67



What’s the next Holy Grail? In the past twenty years we’ve shifted from talking about ‘new media’ to ‘digital media’, and along the way we’ve coined phrases (and admittedly some buzzwords) such as “big data”, and “content marketing”. We’re still producing effective creative, placing ads to generate leads and increase conversion rates, managing online communities, creating multimedia content for owned, paid, and earned platforms, and a whole lot in between. Meanwhile, clients are increasingly asking for integrated campaigns and new ways of working. All of this will continue and if done holistically within the context of a strategy, will add

68

or enhanced customer service, or a 360-degree advertising campaign, or targeted marketing communications. These cannot be mutually exclusive deliverables, because each plays an important role in the pursuit of Customer Experience Management. Indeed, there are many more crucial parts that should play a vital role. But to have any hope of achieving the end-goal requires a thorough immersion in, and appreciation of, a client’s business, along with a detailed understanding of legacy structures and systems. This has implications for any marketing services agency just as it has implications for clients.

Haydn Townsend Group CEO Wunderman [email protected]

immense value to a client’s business. But many marketers can’t help feeling that all these tactics, activities, and buzzwords, have all been a natural evolution of building blocks. We focus on weaving these building blocks together into something of value that not only delivers on ROI imperatives, but more importantly also prepares a brand for the future to give our clients long-term business sustainability. They cannot avoid asking how they will remain relevant because there are too many worldwide examples of those who failed to look ahead, and as a result disappeared completely. The answer lies in what we are calling the “Holy Grail”, the one overarching goal that has the potential to tie all marketing, advertising, communications, sales, and servicerelated activities together; the goal of Customer Experience Management. Sadly, it can be a misinterpreted term, because it’s not just about a friendly intuitive user experience, or mapping personas to user journeys,

Some who have already recognized the need to adapt for the future have pushed the button on end-toend digital transformation projects. Others are expressing a desire to offer their customers an omnichannel experience. But there are a range of

Wunderman South Africa delivers exceptional creative solutions for our clients by employing a customer journey centric approach, that is informed by data and insights. www.wunderman.co.za

firms in between who are struggling to fit the building blocks together. Some have launched themselves as purely digital or eCommerce players and might be experiencing less pressure, others are grappling with the challenge of integrating traditional bricks and mortar and manual business processes with digital capabilities. Underpinning all of this, and the key factors that have the capacity to make the difference, will be the client’s ability to track and monitor a customer’s movement through a decision-making process and lifecycle, to know what data to collect and analyze, and to have the skillset to interpret it in a way that not only offers customers a positive and satisfying experience, but also equips a client to manage that experience. It’s about identifying pivotal moments in a customer’s exposure to a business that can tip the balanced scale in a client’s favor, whether offline in the “real world” or on a screen. The challenge is to know what might be relevant and appropriate at a given moment, regardless of delivering an ad, a payment notification, product and services information, help and service related advice, or sometimes creating a piece of entertaining content. To achieve true Customer Experience Management, we need to understand the relationship between the data we gather and the signals our interpretation of that data is giving us, coupled with ongoing measurement and optimization designed to continuously improve and manage customer experiences.

69



Trading Places

communication in stores over time towards digital executions that can be distributed nationally, at the touch of a button, and localized to the specific store and its relevant shopper profile.

Ian Gourley Creative Director Barrows [email protected]

I’ve been in this industry for close on 28 years and, if asked at any stage, I have always responded on how exciting things are and how everything is always changing, as well as how fast it’s all happening.

These are hugely exciting times and are certainly not for the faint-hearted, the procrastinators, or the risk averse.

That said, I’d have to come up with a whole new set of adjectives to describe just how much is going on right now.

It has been widely acknowledged that the future of retail will be a combination of bricks and clicks, and that the shopper journey is now comprised of multiple touch points, both in and out the store. This makes the delivery of a truly joined-up and cohesive campaign very challenging for brands and retailers alike.

Turbulent, dynamic, fluid and disruptive all fall short of describing the whirlwind that retail has become.

It’s during times like these that entirely new models are born. Rules that we thought were robust are being blown apart and “try, fail, learn, repeat” has become the innovation mantra by which we have to live on a daily basis should we want to stake a claim in the new frontiers that retail is opening up.

We’ve seen a huge surge (led by retailers and key brands) to reinvent complete categories and stores across the retail landscape in South Africa. There has been a concerted effort to stem the flow of shoppers trading online and to turn stores back into what they should, or always have been - “trading places” - where the hustle and bustle of the store acts as the lure that feeds our basic instinct to see, touch, smell, try and actually engage with products.

70

Some retailers have gotten this right in their new store designs, and others, not so much. The takeaway is that there is now a groundswell to transform the physical store and it’s great to see new things being tried and boundaries being pushed. As shoppers experience more and more personalization on their devices in the form of absolute, laser targeted and relevant adverts, they will come to expect the same of the physical space. However, the struggle that retailers face is that digital formats are infinitely easier to change and update than a physical store space. Redesigning these new store formats while at the same time retaining a “trading” feel is a balance with which many are struggling. These trading places also need to be incredibly agile. The aisle and gondola set ups that work mid-week and at the beginning of the month may not be what works best for weekends, month ends, or special occasions. To future proof the stores retailers should be baking this agility into the store design, not bolting it on afterwards. Logistics and cost savings will drive

Big data is allowing us to craft hyperpersonalized promotions, deals, and communications. Getting these to reflect in the physical space is going to be what separates the good from the great. Challenges the retailers face as brands try to reach this level of personalization, is how to accommodate consumers in-store and how to manage what will become a digital conversation with shoppers. New infrastructures and skills will be required to support these digitallyenabled and experience-rich stores. Brands still require platforms in the store to bring attention to their new launches, innovations, and promotions because shoppers still love to go and find out what’s new, what’s trending, and what deals are on offer. These behaviors have played out in the digital space (only re-enforcing what we know are basic human behaviors) and should continue to reflect in the physical space. What retailers need to craft are the platforms that can best reflect and amplify their own brands, as well as the manufacturers’ brands.

I don’t believe that we will ever trade the places we shop completely from physical stores to soul-less screens. I see screens being used in the store in conjunction with mobile devices to dramatically enhance the shopper’s experience and to help them on their quest to find the best deals and products. If we ensure that stores remain what they have always been – “trading places” where communities and societies came together to interact, experience new things, and engage with product - the retail landscape that lays before us will be the richest yet and our enjoyment thereof will reach an all time high.

Barrows is a specialist Retail Marketing Company. It operates on 5 continents and works with both brands and retailers. www.barrowsglobal.com

71



Don’t Let Your Brand Be a Social Media Statistic

Mike Stopforth CEO Cerebra [email protected]

incident, and the way the incident was perceived by the audience and then handled by the brand.

Cerebra is an award winning strategic communication agency based in Johannesburg, South Africa. www.cerebra.co.za

Hardly a week goes by where some major global brand isn’t being held to ransom on social media. Product glitches, leadership blunders, service failures or agency errors, even the smallest issues have the potential to explode into major crises.

Ironically, often the brands that customers care about most are those that are exposed online, and more harshly treated. We work extremely hard and spend millions of dollars to create brands that people love and adore, only to realize that we have to match big promises with big deliveries to avoid the fallout if and when we slip up. To understand how to address a social media crisis, we must understand why crises happens. Social media provides customers with a frighteningly low barrier to entry (and effort) for publishing complaints. Too many people are comfortable saying things

behind the perceived security of their digital personas that they would never dream of saying in real life. Also, because social media is an emotionally and politically charged public interface, marketers, communicators and brand custodians often react more quickly and efficiently to issues expressed in this sphere than in more traditional one-on-one customer care environments like contact centers or email hotlines. We tend to reward the worst kinds of customer behavior in the digital medium, an all too common and crippling error in judgment. Customers have learned that they get better results from complaining in social media than in any other channel. Many believe that trying to reverse customer behavior in social media

is an insurmountable task, I still believe it’s worth standardizing the customer care experience across all available channels. While a social media crisis can destroy a brand in a matter of hours, inconsistency in customer care reactions will significantly erode brand equity over time. But let’s get back to that moment your brand is unexpectedly embroiled in an online storm. You check Twitter, get a panicked phone call from an exec, or an emergency text from an agency partner, and your stomach falls through the floor. What’s your next move? Do you respond? Do you wait? Our first response to a social media issue has a bigger influence in how it pans out than we’d like to admit. Often those first responses add credibility to issues that are in fact non-critical, half-true, or affects only a relatively tiny portion of our audience. >>

While these whirlwinds of negative sentiment are sometimes justified, there are also those that are blown out of proportion. When the dust settles, and we have the benefit of hindsight, we often realize that there are two parts to any crisis; the actual

72

73



We don’t necessarily stop to consider the commercial impact of the crisis to calibrate our response. Our thinking can be clouded by the “pain” of seeing our beloved brand under attack. How can we make smarter decisions about our responses to social media crises that avert unnecessary brand damage, and turn these potential disasters into opportunities to showcase brand identity, values, and integrity? We’ve identified three key qualifying questions that strip some of the emotion out of social media complaints, along with strategies to help us form smarter responses that minimize risk and maximize brand equity.

Is it True? An angry customer tweets a complaint about a poor service experience in store. You tweet back immediately to their complaint, only to find out that the story has two sides; the customer was in error, and the store handled the situation effectively. Before doing the requisite homework, you’ve validated the credibility of the claim through your uninformed response, and poured gasoline on what was no more than a spark. Instead, take a minute or two to verify its authenticity. Untrue claims or bald-faced lies, more often than not, should not be justified with any response.

What or Who is the Source? If you know a complaint is true, the next most important consideration is the credibility (and for that matter, influence) of the source. Is it an article from a credible news source? Is it a random customer with 12 followers on Instagram? Is it an up-and-coming

74

artist representative of a vocal subculture? While we’d like to believe and tell everyone that all customers are equal, they are simply not in matters of crisis. The credibility and influence of the source, multiplied by the truth of the claim, equals the level of risk you face. How prevalent is the conversation right now, and how quickly is the conversation spreading? It may be the case that a high-risk topic has broken publicly but has only been picked up by a few scattered commentators. Is it riskier to engage the issue and potentially amplify it, or to wait out a response to monitor how fast it gains momentum? Our instinct is almost always the latter and not the former. Timing is critical, and when we do choose to respond, our response must be well formed, as true and transparent as humanly possible, consistent with previous communication and promises. Finally, a dose of humility goes a long way in matters of social media crises. We are not trained to do so as marketers, but it makes a great deal of sense to anticipate and plan for the worst, and hope for the best. Poor decisions are made when we are surprised, and we should endeavor to eliminate as many surprises as possible.

75



The Problem with the Generation Gap? Marketeers Keep Falling into It

Stuart Walsh Chief Strategy Officer Grey [email protected]

76

Google the phrase “generation gap” and you’ll be rewarded with 16.5 million results to sift through. Even Bing will find 6.7 million hits for you. And Yahoo will reveal just under 7 million. Clearly, there’s a lot being said by a lot of people in a lot of companies on the topic of generations.

1 For Millennial readers, a check was a document (on actual paper) that told your bank to pay a specific amount of money from your account to the person in whose name the check was issued.

Grey Africa is a highly successful communications group that, during its 21 years in business, has firmly secured its rightful place as one of the most successful agency groups in Southern Africa’s competitive advertising sector. www.grey.co.za

Sound familiar? It’s the kind of logic you find in the horoscope section.

What a pity then, that so much of it is unadulterated nonsense. The idea of generations — distinct, neatly defined groups of people who are roughly the same age and who’d have been influenced by the same set of events - isn’t a new one; even Cicero mentions them, “What nobler employment, or more valuable to the state, than that of the man who instructs the rising generation?” And that was in 43B.C., so it’s safe to say the concept goes back a few years. Contemporary generation theory rests on the assumption that cultural events determine personality and value systems more than do life experience and circumstance. And, that these values will remain relatively constant as a person ages. Simply put, when you were born affects your attitudes, values, and behaviors more than your life experience, social class, circumstance, politics, etc.

And just like astrology, while the idea of generations has some intuitive appeal — who doesn’t know someone fitting the Millennial or Gen-X bill perfectly? — the science just doesn't support it. What the science explains instead is that most of the findings showing distinct generations can be explained by other causes, or have serious scientific flaws, or both. Solid evidence for any of the major aspects of the theory is completely lacking. Science shows that a large part of generation theory, can actually be explained by Inappropriate Attribution of Cause. For example,

millennials may very well score lower on job satisfaction than GenXers. But are millennials really a less satisfied generation? Early in their careers, Xers were also less satisfied than baby boomers. As people get older they are more likely to leave jobs they do not like and migrate toward ones they do. Similarly, on average, millennials are no more narcissistic now than Xers or boomers were when they were in their 20’s. Because people in their 20’s have always tended to be narcissistic. They may be more narcissistic today than Xers today, but they are not unique as a generation because of that. And as a final example: the assertion that Millennials are “financially illiterate.” Perhaps they are. But then, who in their early twenties isn’t? There isn’t a Boomer or Xer alive who could balance a check book1 at that age.

77


All of these are examples of just one particular type of Inappropriate Attribution of Cause, the Age Effect, where observed differences aren’t really part of some extraordinary new psychographics to have evolved in our species. They’re just part of a phenomenon scientists define, in technical terms, as “being young.” Apart from these objections, and those from psychology and the inherent cultural bias that accords events like 9/11 far more significance than events that may have been more directly experienced by the 1.5 billion ‘Millennials’ who live outside Europe or USA


e.g. 1994. Even if generation theory really were scientifically sound, would it serve a useful purpose in marketing? Are generations a good way of segmenting markets? A market segment is not a group that just shares similar demographics; it’s a group of consumers who think, behave, or respond in similar ways to similar events or stimuli. For it to be useful, a segmentation scheme must meet two simple criteria:

It must explain the variance in particular behaviors better than other available variables; and Consumers within segments should have more in common with each other than with people outside the group. As Professor Mark Ritson says, “Unless you can prove that this demographic group actually thinks and behaves differently from others, your segment is not a segment at all. It’s just a crap stereotype on which you will first pile a bunch of assumptions and then later your product.” Unfortunately, as he adds, time after time and study after study

what the researchers actually find is that, “Apart from being, younger, friskier and poorer than the oldies ahead of them on the demographic motorway of life, they are actually remarkably similar to everyone else.” In fact, what research repeatedly shows is that supposedly different, older cohorts are just as likely to agree with a millennial as disagree. Todd Yellin, Vice-President of product innovation at Netflix, has described traditional demographics as "almost useless" because there are “19-yearold guys who watch Dance Moms, and 73-year-old women who are watching Breaking Bad and Avengers." In fact, demographics have only ever offered a rough proxy for expected behavior. Lumping consumers into generations merely based on when they were born, is among the crudest forms of demographic segmentation, and when we live in a world rich in behavioral data, so unnecessary. Past behavior is a far better and easier predictor variable than a generationdemographic. Basing decisions on flawed theory and massive generalizations that perpetuate stereotypes rather than let us see people for the individuals they are, will always lead to poor advice and bad strategy — ideas that will end up wasting resources on special treatment and prioritization for groups who don’t actually warrant it. So, if you’re "excited by the opportunities the Millennial generation offers for your brand,” sadly, we are not the agency for you. But if you go back to Google and search “generation consultant,” you’ll find there’s a good few million companies who’ll gladly take your money. And probably laugh all the way to the bank.

78

79

BRANDZ™ SOUTH AFRICAN TOP 30

3 BRANDZ™ SOUTH AFRICAN TOP 30


BRANDZ™ TOP 30 MOST VALUABLE

1

Banks

Brand Value 2018

$

4,788M

2

Banks

Brand Value 2018

$

3,675M

3

Telecom Providers

Brand Value 2018

$

3,258M

4

Beer

Brand Value 2018

$

3,172M

5

Telecom Providers

Brand Value 2018

$

2,913M

SOUTH AFRICAN BRANDS 2018

6

Fast Food

Brand Value 2018

$

2,160M

7

Banks

Brand Value 2018

$

2,019M

8

Banks

Brand Value 2018

1,882M

$

9

Insurance

Brand Value 2018

1,708M

$

10

Insurance

Brand Value 2018

1,692M

$











11

12

13

14

15

16

17

18

19

20

Retail

Brand Value 2018

1,434M

$

Oil & Gas

Brand Value 2018

1,213M

$

Banks

Brand Value 2018

1,161M

$

Retail

Brand Value 2018

1,122M

$





21

22

23

24

Hospitals

Brand Value 2018

$

653M


Airlines

Brand Value 2018

$

617M


Retail

Brand Value 2018

$

598M


Hospitals

Brand Value 2018

$

589M


Beer

Brand Value 2018

1,121M

$


25

Hospitals

Brand Value 2018

$

582M


Telecom Providers

Brand Value 2018

Retail

Brand Value 2018

986M

$

$

Entertainment

Brand Value 2018

805M

Retail

Brand Value 2018

776M

Brand Value 2018

765M

$

Banks

761M

$

$






26

27

28

29

30

Retail

Brand Value 2018

$

579M


Insurance

Brand Value 2018

$

437M


Retail

Brand Value 2018

$

409M


Retail

Brand Value 2018

$

383M


Insurance

Brand Value 2018

$

368M


The Brand Value of Castle includes Castle Lite

82

Source: BrandZ™ / Kantar Millward Brown (including data from Bloomberg) Brand Contribution Index = Brand contribution measures the influence of brand alone on earnings, on a 1-to-5 scale, 5 being highest.

83



BRAND PROFILES

Standard Bank, the largest of South Africa’s “Big Four” banks, operates in over 20 African countries and other markets around the world, employing over 34,000 people. Formed in the 1860s in Port Elizabeth to finance the development of the Kimberley diamond fields, the bank expanded into Johannesburg in the 1880s when gold was discovered on the Witwatersrand gold fields. In 1970 Standard Bank listed on the Johannesburg Stock Exchange, and today Standard Bank is one of South Africa’s largest financial services groups and is also the continent’s largest asset lender with over $900 billion in loans in 2017. Its strong financial performance also included revenues in excess of R70 billion, earnings of just over R16 billion and a 16.6 percent Return on Equity for investors. Its recent marketing campaign, ‘What’s your next?’ successfully connected with consumers, and from 2016 to 2017 the bank experienced the largest increase in consumer satisfaction of any South African bank.

1

Parent Company: Standard Bank Group Ltd

Brand Value: $4,788 Million

First National Bank (FNB) is the oldest bank in South Africa and was initially formed as the Eastern Triocrees Province Bank to finance the wool export boom. First National Bank was listed on both the JSE and the Botswana exchange and on May 22, 1998 it was delisted to become an operating subsidiary of FirstRand Ltd, which relisted three days later. In 2016, First National Bank ranked as the top bank in market cap and second in income, placing it firmly in South Africa’s “Big Four” banks. First National Bank’s emphasis on innovation has led to many recent awards for its mobile and online banking portals, and since 2012 has consistently won the Sunday Times’ South Africa’s Coolest Bank award. It ranks highly amongst banks on the South African Customer Satisfaction Index. Its traditional corporate slogan, “Traditional values, Innovative thinking” was updated in 2017 with its “Solutionist thinking” campaign, further differentiating the brand on its innovativeness and expertise. Its acacia tree logo is representative of its deep roots in South Africa.

Headquarter City: Johannesburg

Category: Banks

Year Formed: 1862

2

Parent Company: FirstRand Ltd



Category: Banks

Year Formed: 1838

84

85



BRAND PROFILES

3

Parent Company:

Vodacom is the leading cellular network in South Africa. Its diversified products include voice, messaging, data and converged services sold to over 41 million customers. Vodacom is the first African operator to extend 4G coverage to more than 80 percent of its population and 3G coverage to 99.4 percent. In 2016/2017, the company added 4.5 million subscribers nudging up its African customer base to over 103 million. Its financial performance has been strong with 1.5 percent year over year growth boosted by strong device sales, service and data revenues, along with growth in its enterprise services. In 2017/2018, the company increased its South African-based revenues by 7.96 percent to R69.5 billion and its operating profit by 2.6 percent to R21.1 billion while investing heavily in big data and machine learning to deliver personalized product offers. Vodacom recently partnered with GameMine in 2017 enabling Vodacom’s smartphones to access subscriptionbased mobile games, further differentiating itself with a gaming platform for its customers.

4

Parent Company: Anheuser-Busch InBev SA/NV


Ranked fourth overall in the BrandZ™ Top 30 South African Most Valuable Brands and the country’s top beer brand, Castle is often described as South Africa’s national beer. Castle Lager launched during the Johannesburg gold rush of 1886. After the popularity it achieved amongst prospectors, South African Breweries (SAB) was founded in 1895 to expand its presence and produce other brands. In 1897 SAB became the first industrial IPO on the Johannesburg Stock Exchange. Over the next 100 years SAB grew into a regional powerhouse and in 1999 SAB acquired North America’s Miller Beer company to become SABMiller. In 2016 SABMiller was acquired by Anheuser-Busch InBev and merged into the world’s largest beer company. Over its long history, Castle grew into the country’s most popular beer brand and today is brewed in nine countries and sold in over forty. In 2000, the Brewing Industry International Awards bestowed on Castle the coveted “World’s Best Bottled Lager” for the exemplary taste unchanged in over a century; a testament to the longevity of quality ingredients and a deep connection with South African history, sports and social connectedness. The brand slogan, “It all comes together with a Castle” is well known by South Africans. Castle’s solid brand contribution score is a strong driver of its high ranking.


Category: Beer

Year Formed: 1895

Vodacom Group Ltd



Category: Telecom Providers

Year Formed: 1994

86

The Brand Value of Castle includes Castle Lite

87



BRAND PROFILES

From its earliest days in 1994, MTN’s pioneering rollouts have helped South Africa transform into a digitally connected and highly integrated society. MTN grew by delivering technological excellence and award-winning customer service. Today, MTN South Africa is one of the leading Telecom companies in the country providing network IT, broadband, internet products and services, and mobile access. It has become one of the most respected brands in South Africa with over 29 million mobile subscribers. Its parent company, the MTN Group, operates in 22 countries (mostly in Africa), with a massive base of 232 million subscribers. Also in 2014 MTN was the first African brand to be ranked in the BrandZ™ Top 100 Most Valuable Global Brands, and is widely considered one of the most valuable brands across all of Sub-Saharan Africa. Innovation has always been a cornerstone of its strategy, reinforced and communicated in its core message in making customers’ lives “BRIGHT”. Recently acknowledged for its clever advertising, the Nightshift ad campaign depicted people working late who used MTN services to “get through the night”. The campaign garnered nearly 3 million YouTube views and 150,000 Facebook views.

5

Parent Company: MTN Group Ltd




Year Formed: 1994

One evening in 1987 two friends dined at a Portuguese takeaway restaurant called Chickenland. The two were so impressed they purchased the restaurant for R80,000, renamed it after one of the buyers’ oldest son, Nando, and since then grew the chain to about 1,000 outlets in 30 countries. Its distinctive cuisine emphasizing its peri-peri chili flavor was matched with live music, South African art and always very fresh chicken. Everything about Nando’s screams unique from its food to its logo inspired by the legendary Barcelos cockerel rooster. Its restaurants are all decorated to emphasize its Afro-Portuguese heritage, with a quirky touch adding to the family-style ambiance that has successfully attracted millions around the world. Its early slogan, “have fun and then make money, but always in the right way” offered insight into the management’s philosophy to provide people with opportunities to work, in order to have a positive impact on everyone’s lives. In 2010, Advertising Age magazine named Nando’s in their top 30 hottest marketing brands. Nando’s strong brand contribution score (five out of five, tied for best score in this category) is best amongst all brands and a key driver in Nando’s ranking as the 6th top brand in South Africa.

6

Parent Company: Nando’s Group Holdings Ltd



Category: Fast Food

Year Formed: 1987

88

89



BRAND PROFILES

7

Parent Company: Absa Group Ltd



Category: Banks

Absa is a diversified standalone African financial services group, delivering an integrated set of products and services across personal and business banking, corporate and investment banking, wealth, investment management and insurance. Absa was founded through the merger of United and Allied Banks, the Volkskas Bank Group and the Sage Group. After a number of acquisitions - that had earlier operated as separate brands - Absa consolidated them all under the Absa umbrella to offer "simple, uncomplicated banking relationships, value for money, stability, convenience and superior customer service". In May 2005, Barclays Bank of the United Kingdom purchased a majority stake in Absa, its largest investment outside the UK and the largest direct foreign investment in South Africa, which led to the next thirteen years of rebranding under Barclays. In 2018, Barclays Africa announced the group's name would revert to Absa Group Limited, which entailed a dynamic new rebranding campaign. Its 2017 revenues were up 4 percent from the prior year to R50 billion. Absa has long supported South African communities by investing in economic growth and entrepreneurship emphasizing job growth and equality. As a result, its brand is synonymous with goodwill and local support which has garnered considerable favor with South Africans across the country.

8

Parent Company: Nedbank Group Ltd


Headquarter City:

Nedbank's history traces back to the early 19th century with the establishment of the Cape of Good Hope Bank in 1831. Following successive branding and structural changes, from the Nederlandsche Bank voor Zuid-Afrika to the Netherlands Bank of South Africa (NBSA), to Nedcor Group in the 1980s, Nedbank Group was formed in 2003. Today, Nedbank is one of South Africa’s “Big Four” banks and in 2016 ranked fourth across the banking sector with a market cap of over R103 billion. Nedbank offers retail, corporate and investment banking, and wealth management. Nedbank and Ecobank combined have over 2,000 branches in 39 countries where they deliver innovative marketleading client experiences, both online and in person. Nedbank is recognized as a leader for its governance and transparency, and has been recognized as the only African-based bank in the Dow Jones World Sustainability Index.

Johannesburg

Category: Banks

Year Formed: 1888

Year Formed: 1991

90

91



BRAND PROFILES

Discovery is one of South Africa’s largest insurers with over 10 million clients in 16 countries purchasing products in vehicle, home, medical, life and disability insurance. Discovery also provides consumer credit and wellness programs and in 2018 received approval to launch a banking business. Discovery’s recent 2017 financial performance was exemplary with 10 percent increase in earnings of R4.5 billion as it was named “Company of the Year” and “Top Company of the Year” across the African continent” by All Africa Business Leaders. Discovery’s “Vitality Shared-Value Insurance Model” rewards its clients for improvements in health and driving safety, which has had a significant impact both socially and financially. Discovery reported a 75 percent reduced mortality rate for clients with integrated policies, and a significantly reduced number of claims overall. Through its Vitality health incentive programs there has been a 24 percent increase in physical activity among its actively engaged members with innovative programs like Shoe Booster (which offers cash discounts on running shoes) and Device Booster (with discounts and rebates for fitness devices). As a testament to the success of Discovery’s model, Vitality members have an average life expectancy of 81 (versus 67 for other insured and 63 for general population), and people aged 60 have a 10-14 times greater likelihood of reaching the age of 100 (males 14x, females 10x). Improving life expectancy for its customers certainly makes good business sense!

9

Parent Company: Discovery Ltd



Category: Insurance

Year Formed:

Old Mutual Limited is a pan-African investment, savings, insurance, and banking group that was established in 1845 in South Africa. Originally formed as a mutual assurance company under the name, The Mutual Life Assurance Society of the Cape of Good Hope, Old Mutual has grown into a diversified financial services group with 12 million customers in 17 countries. Old Mutual Limited’s primary share listing is on the Johannesburg Stock Exchange. It also has a standard listing on the London Stock Exchange and secondary listings on the Malawi, Namibian and Zimbabwean Stock Exchanges. Old Mutual has garnered respect throughout its history and has long been known though its advertising slogan, “Enriching lives and making things happen”. Old Mutual is a Top Employer in South Africa, ranking first for financial services and insurance companies for seven consecutive years and first overall in South Africa in 2017 according to the Top Employers Institute.

1992

10

Parent Company: Old Mutual Ltd



Category: Insurance

Year Formed: 1845

92

93



BRAND PROFILES

12

14

Parent Company: Sasol Ltd


Retail

Oil & Gas

11

$1,434 Million

Headquarter City: Cape Town

Category: Retail

Year Formed: 1931

The first Woolworths store opened its doors within the Old Royal Hotel in Cape Town. The brand has since grown into one of the strongest retailers in Sub-Saharan Africa. With over 700 stores across South Africa and 11 other African markets, its diversified range of products, many of which are private labeled under the Woolworths brand, emphasizes innovation, value, and sustainability. In April 2007, Woolworths launched their Good Business Journey – a bold plan to make a difference in eight key areas of sustainability, including energy, water, waste, sustainable farming, ethical sourcing, transformation, social development and health and wellness. Woolworths employs over 18,500 people and its WRewards program has attracted 3.3 million members. Its successful credit card is the first that allows card holders to use it for purchases outside the Woolworths network of stores. In a recent campaign to promote its online brand and the company’s digital transformation, Woolworths offered two hours of free wifi to its customers, that was reported to enhance the shopping experience in its stores.

94

Year Formed:

Year Formed:

Brand Value: Sasol is an integrated energy and chemical company with exploration, development, production, marketing and sales operations in 33 countries across the world, employing over 26,000 people in South Africa alone. Today, Sasol develops and commercializes technologies, including synthetic fuels technologies, and produces different liquid fuels, chemicals and electricity, generating over $12.6 billion in 2017 placing it as the largest corporate taxpayer in South Africa. Sasol is also one of South Africa’s largest investors in capital projects, skills development, and technological R&D. With strong presence in both Southern Africa and the United States, it is listed on both the JSE and the NYSE. Sasol’s energy business is marketed under a single brand, while its chemical business is marketed under Sasol in South Africa and under multiple brand names worldwide.

$1,122 Million

Category:

Category:

1950

Brand Value:

Cape Town

Johannesburg

Woolworths Holdings Ltd

Shoprite Holdings Ltd

Headquarter City:

Headquarter City:

Parent Company:

Parent Company:

1979

13

Parent Company: Investec Ltd



Category: Banks

Year Formed: 1974

Investec Ltd was established in 1974 as a leasing and financing company and within twelve years went public on the Johannesburg Stock Exchange (JSE). Its rise was supported by a combination of both organic growth and strategic acquisition. Investec became the first South African company to dual-list on both the JSE and the London Stock Exchange supporting clients in Africa, UK/Europe, and Asia-Pacific. It has also expanded its banking operations into Switzerland, Canada, and the United States. In 2016, Investec was awarded the Global Brands Magazine Most Trusted Asset Management Brand, South Africa. By 2018, its diversified mix of businesses led to its all-time best performance in operating profits of over £643.5 million. Its “Restless Spirit” advertising campaign emphasizes its exclusive private banking strengths.

In South Africa, Shoprite operates 458 retail stores under the Shoprite brand. In 2017, for the fourth successive year, Shoprite was voted as the top grocery store by the Sunday Times Top Brands report. In the same year, Shoprite sold 7.4 billion items as it led the low-price market with discounted food programs and subsidies that supported local communities and individuals suffering through the difficult economic climate. Shoprite’s dedication towards employee training and opportunities for the underprivileged and disabled yielded successful programs like Decade of the Deaf initiative launched in 2009 to attract many of South Africa’s deaf population who struggle to find work. Its commitment to provide equal opportunity employment has resulted in a South African workforce that is 65 percent female. Shoprite’s environmental commitment to sustainability included the introduction of recycled bags designed to have a major environmental impact as customers take home about a half billion Shoprite bags each year.

95



BRAND PROFILES

15

17

Parent Company: Anheuser-Busch InBev SA/NV


Mr Price Group Ltd

Brand Value: $805 Million

Headquarter City:


Durban

Category:

Category:

Beer

Retail

Year Formed:

Year Formed:

1975

Hansa Pilsener is one of only two beer brands (Castle is the other) ranked in the BrandZ™ Top 30 South African brands. In 1975, the South African Breweries launched Hansa Pilsener to “refresh the nation like never before”. Differentiating itself as a Pilsener that is more refreshing with a lower alcohol content than other beers, the Hansa Pilsener message emphasized friendship and social bonds and the rewarding of oneself by having fun. Their online presence strongly reinforces the heritage of the brand showcasing its slogans since its inception from “The one that refreshes” to “Refreshingly different”, to its 30th anniversary slogan, “Refresh your soul” and finally to its current “Special inside out”.

96

Parent Company:

16

Parent Company:

1985

CellC Ltd




Year Formed: 2001

Cell C launched as the third competitor in South Africa more than seven years after Vodacom and MTN entered the market and has grown its subscriber base to over 16.3 million consumers amidst stiff competition. In 2017, Cell C increased service revenues by 12 percent, EBITDA by 151 percent, and Net Profit by a staggering 660 percent. Its strong campaigns around data led to data revenues up 29 percent with a 90 percent year over year usage increase as the number of smartphones jumped 21 percent to over 9 million devices. Cell C offers 3G services to 96 percent of the population, while its LTE covers about 32 percent, with an “aggressive rollout” planned for the future. Its “Black” on-demand streaming service, the first of its kind in South Africa, has had a disruptive impact in the market. Cell C plans to leverage this by offering unlimited mobile voice and data/entertainment services. In early 2018, Cell C and MTN signed a cooperative agreement giving Cell C subscribers roaming access to the MTN 3G and 4G networks further enhancing its service as it looks to compete head to head with market leader, Vodacom.

Also known as MRP, Mr Price is South Africa’s top value apparel retailer, owning and franchising over 1,000 stores across South Africa and Australia under a range of Mr Price brands that extend from apparel to homeware. Founded in 1985, MRP was originally known as John Orrs and Hub, which after two years was rebranded, with its first Mr Price store opening in 1987. In 2017/2018, MRP’s revenues topped R21 billion with an operating margin of 17.6 percent as it sold over 220 million units across over 730,000 m2 of floor space. Focused on clothing, footwear and accessories, MRP offers on-trend and differentiated merchandise at exceptional value to “primarily fashion-value minded females, aged 25 years and older, who love to decorate their homes”. MRP employs over 18,000 people and through its sustainability initiatives offers training programs to over 10,000 disadvantaged youths, and educational resources to over 340,000 learners.

18

Parent Company: Naspers Ltd



Category: Entertainment

Year Formed: 1995

DStv is the premier satellite television broadcasting company in South Africa reaching over 7 million subscribers (up 15 percent from 2016). DStv is owned by Naspers Ltd, a global internet and entertainment group and one of the largest technology investors, operating in over 130 countries. Naspers Ltd itself was founded in 1915 and has recently seen dramatic growth which includes its recent acquisition of Chinese giant, Tencent. In South Africa, DStv’s customers enjoy entertainment channels including a strong and competitive lineup of local and international channels, streaming sports, and most recently the country’s first live TV shopping channel. As it battles global giants including Netflix, Amazon Prime, and others, MultiChoice has Showmax and DStv Now streaming offers to complement its core services.

97



BRAND PROFILES

20

Parent Company: Capitec Bank Holdings Ltd

Brand Value:

22

$761 Million


Category:

Airlines

Parent Company:

Cape Town

Category: Retail

Year Formed: 1967

Pick n Pay is one of the largest supermarket chain stores in South Africa and a leading online grocery retailer on the African continent, operating both owned and franchised stores offering food, non-edible groceries, health and beauty products, clothing, liquor, pharmaceuticals, building and hardware and general merchandise. Pick n Pay has 1541 stores in-country and 1685 in total across subSaharan Africa. The brand is positioned towards the more urbanized middle to upper-income consumer and its selfdefined success is attributable to three basic principles: consumer sovereignty, doing good is good business, and maximizing business efficiency. As a result, Pick n Pay was recognized last year by the Reputation Institute as “South Africa’s most trusted retailer”, and as the third most trusted company in the country. Pick n Pay’s investment in technology and personalization resulted in being selected as “South Africa’s favorite loyalty programme” for the past five years. Its newly launched mobile-enabled website has been a great success generating a 150 percent increase in online customer registrations with a 70 percent increase in customer access via mobile devices. With over 52,000 employees and seven million loyalty customers, Pick n Pay generated R81.6 billion in revenues last year with an 18.7 percent gross margin translating to a 20 percent compounded growth over the last five years.

98

Year Formed:

Pick n Pay Stores Ltd

Headquarter City:

$617 Million

Category:

2001

19

Brand Value:

Johannesburg

Year Formed:

$765 Million

South African Airways

Headquarter City:

Banks

Brand Value:

Parent Company:

1934 Capitec Bank is South Africa’s second largest retail bank and is growing at a pace of 120,000 new account openings per month, driven by low-cost banking. Emphasizing simplicity, affordability, accessibility and personalization, their slogan, “Bank Better, Live Better” is reinforced by the many online tools and educational articles. They have 826 branches operating longer hours than their competitors, 326 of which are open seven days a week, and 13,000+ employees (85 percent of which are below age 35, 89 percent are African, Colored and Indian). Capitec Bank's 2017/2018's strong recent performance included a net income of R12.5 billion, a 17 percent increase over the year prior. And of its nearly 10 million customers, 3.7 million are using their mobile banking platform representing a 71 percent increase in its online user base.

21

Parent Company: Netcare Ltd



Category: Hospitals

Year Formed: 1996

Netcare is the most valuable of the three hospital brands appearing in the BrandZ™ Top 30 South African ranking. Overall, Netcare is the second largest health provider in South Africa with 59 owned and managed hospitals and over 10,000 beds. Netcare operates the largest private hospital network, which includes strategic ancillary services in primary healthcare, emergency medical services, disease prevention and renal care. Netcare is focused on growing in high-demand areas such as specialized cancer care, mental health and rehabilitation. Their “Quadruple Aim” people management approach emphasizes the importance of building a culture of collaboration that creates a collective impact on quality and care. Netcare provides their staff and healthcare professionals with ongoing development, training and support, that in 2016 resulted in employee training of over 23,000 individuals. In 2017, Netcare’s workforce included 30,000 employees helping the company to achieve South African revenues over R19.1 billion.

Airlines typically offer the world its first taste of a country’s personality. South African Airways (SAA) exemplifies the warmth and friendliness of the South African culture and the airline has been rated year after year the best airline in Africa with top performance metrics across customer satisfaction, staff friendliness, and overall travel experience. From 2002 to 2015, SAA was recognized as the best airline in Africa amassing 14 Skytrax awards and as Africa’s first 4-star airline (the Skytrax Awards are like the Oscars of the aviation industry and are the benchmarks for excellence). The company operates its flagship brand, South African Airways along with its economy-brand Mango, SAA Cargo, Air Chefs food service, SAA Technical, and its unique revenue-generating SAA Voyager frequent flyer program boasting over 2.7 million members (up 11 percent in 2017). In 2017, SAA employed over 10,000 people, and accommodated 9.7 million travelers on a fleet of 64 planes.

99



BRAND PROFILES

23

25

Parent Company: Shoprite Holdings Ltd


Mediclinic International Plc


Headquarter City:


Stellenbosch

Category:

Category:

Retail

Hospitals

Year Formed:

Year Formed:

1979

Checkers position themselves on convenience, quality and freshness. In South Africa, the Checkers brand appears across three store types; Checkers supermarkets (202 stores), Checkers Hyper (37 stores), and Checkers LiquorShop (376 stores). Checkers prides itself on its hyper-fresh produce along with high-end specialty products like extra-matured “Steakhouse Classic Steaks”, “free-range Certified Natural Lamb”, wines from over 80 of South Africa’s leading estates, and over 400 award-winning cheeses. Checkers LiquorShop offers a full assortment of wine, beer and spirits at value prices. Checkers Money Market counter offers an expanding range of financial services including travel, bill pay, and money transfers. A recent innovation sparked by the demand for healthier, convenient, at-home prepared meals- Checkers launched 16 Ready to Chef meal kits, the first of its kind for any South African retailer. The meals have been developed by chefs, and each meal kits contains fresh and locally-sourced ingredients, a step-by-step recipe card and a how-to video accessed by QR code.

100

Parent Company:

24

Parent Company:

1983

Life Healthcare Group Holdings Ltd



Category: Hospitals

Year Formed: 1983

The second of three hospital brands appearing in the BrandZ™ Top 30 South Africa rankings, Life Healthcare operates private hospitals and delivers diagnostic, mental health and rehabilitation among other health services both in South Africa and Europe. Life Healthcare owns 50 out of its 63 hospitals with over 9,000 beds (21 percent market share in South Africa) located in metropolitan areas in seven of South Africa’s nine provinces. Its presence in the UK (49 locations), Italy (39), Ireland (20), and Spain (10) was recently complimented by its acquisition in Poland, giving it an additional 40 locations in 23 cities. In 2017 it completed its largest acquisition of Alliance Medical, which significantly contributed to boosting Life Healthcare’s global revenues to R20.8 billion. In South Africa, Life Healthcare generated just under R16 billion, clearly representing the dominant portion of its value. Known for its state of the art technology and excellent patient/customer services, its hospitals deliver highly specialized medical treatments delivered by nearly 3,000 doctors and specialists.

Between 1984 and 1985 Mediclinic Group was established via the purchase of several medical facilities in Cape Town and Johannesburg, and in 1986 was listed on the Johannesburg Stock Exchange in South Africa. Today, Mediclinic is an international private hospital group with operations in South Africa, Namibia, Switzerland and the United Arab Emirates. After growing within South Africa (and Namibia) over its first two decades, it expanded through a series of acquisitions in Dubai, Switzerland, and the UK, which as of 2017 includes 104 hospitals and clinics (53 in South Africa and Namibia), 31,500 employees (16,000 in South Africa and Namibia), and over 10,600 beds (8,100 in South Africa and Namibia). Excellent opportunities are offered for the development of their employees. To ensure sustained safe patient care, the group has made a substantial investment in training and development with its focus on continuing professional development, basic and post-basic nursing education, business process training and management and leadership development. In 2017, Mediclinic generated approximately R50 billion in revenues (up 4 percent) and R4.4 billion in net income.

26

Parent Company: Edcon Acquisition Proprietary Ltd



Category: Retail

Year Formed: 1929

Edgars first opened its doors in 1929 in Joubert Street in Johannesburg. The retailer has since expanded its footprint across South Africa and neighboring countries, and is South Africa's largest retailer with the broadest range of brands in clothing, footwear, textiles, cosmetics, cellular products, and accessories. They target middleto-upper class clientele with a wide assortment for everyone, including local and international brands, as well as Edgars private label brands. In 2017, retail revenues topped R10.1 billion across more than 200 stores.

101



BRAND PROFILES

28

Parent Company: Clicks Group Ltd

30



Category:

Johannesburg

1968

Category: Insurance

Parent Company:


Category: Insurance

Year Formed: 1918

In March 2018, the Suid-Afrikaanse Nasionale Trust en Assuransie Maatskappy (SANTAM) company celebrated its hundredth anniversary. Over the past 100 years, Santam Ltd has grown into South Africa’s leading general insurance company and from South Africa, has expanded into a multinational general insurance group. Its global network of over 2,700 intermediaries and direct channels serves over a million home, business, and agricultural policy holders in Africa, Asia, and South America. In 2017, Santam Ltd delivered a strong financial performance with revenues in excess of R25 billion, income of R1.8 billion (up 35.8 percent from 2016) and together with strong investment returns and a healthy balance sheet, shareholder income was up an astounding 128 percent vs the year before. The Santam branding of “Insurance Good and Proper” continues to resonate with the market and its corporate and brand performance continue to lead its industry. Santam has received many awards and achievements over its long history and most recently in 2016 it achieved further distinction as one of the “Top Employers in South Africa” by the Top Employers Institute.

102

Year Formed:

Santam Ltd $437 Million

Brand Value: Headquarter City:

Year Formed:

27

Rand Merchant Investment Holdings Ltd $368 Million

Retail

Brand Value:

Parent Company:

When Clicks launched in 1968, legislation prevented corporate ownership of pharmacies resulting in this drugstore operating without selling drugs until the laws changed in 2003. A year later Clicks opened its first pharmacy. After years of solid growth, the company established itself as a leader in retail pharmacy. In 2017 alone, Clicks opened 111 stores and 73 pharmacies, bringing its total store count to 622 across Africa, as the company grew its employee roster to over 14,000 people. Clicks retains 22 percent market share of retail pharmacy market, 25.6 percent of the private pharmaceutical market, and over 28 percent of the skincare market. Clicks also operates primacy care clinics in nearly 200 of its stores. With 2017 revenues of R26.8 billion, nearly half from its 7 million active loyalty club members, the company returned its shareholders R677 million (a return on equity of 44.1 percent and a 25.2 percent shareholder return). Its R518 million investment in store renovations, new store launches, training and technology will be dwarfed by its planned 2018 reinvestment of R680 million to refurbish and modernize, ensuring Clicks will continue to meet the growing demand for both in-store and online offerings for years to come.

1998

29

Parent Company: Dis-Chem Pharmacies Ltd



Category: Retail

Year Formed: 1978

Since 1978, Dis-Chem pharmacies has expanded into a chain of 115 stores that includes over 200 clinics with highly concentrated geographic concentration and strength in Gauteng. With over 4 million loyalty customers accounting for 73 percent of its sales, DisChem generated R15.6 billion in retail turnover (up 15.3 percent vs. 2016) with operating profits of R1.1 billion. The chain plans to double its store count over the coming five to eight years and expects to open 21 new stores in 2018. Through the Dis-Chem Foundation, a team of compassionate social workers and caregivers work closely with registered NGOs to support struggling communities who need food and shelter, providing safe havens for abused children and abandoned babies, as well as the elderly and disabled. The food garden at their head office donates fresh produce to 23 feeding schemes.

OUTsurance was initially launched in South Africa with products in car and home insurance with the promise of “you always get something out”. As a member of the Rand Merchant Investment Holdings Group, the brand has been backed by one of the strongest financial companies in the country, allowing it to expand into business, life, and disability insurance products. Its OUTbonus was the first reward system in South Africa to reward customers who remain claim-free and to date, over R3 billion in OUTbonuses have been paid out, R399 million in 2017 alone. In 2017, Outsurance Holdings generated over R15 billion from business written globally (R7.8 billion in South Africa) with nearly a fifth of its total in new premiums, resulting in earnings of over R3 billion (R2.3 billion in South African earnings). Their Helping Hands Volunteers Program has enabled hundreds of staff members to get involved in 49 different projects to support the less fortunate.

103



Special Awards for BrandZ™ South Africa

Chances are, if you look in any South African’s kitchen cupboard, you’ll find a couple of tins of KOO. So it’s no wonder that it is SOUTH AFRICA’S MOST LOVED BRAND and a quintessential part of the fabric of life in South Africa; after all, what is a braai without KOO Chakalaka?

104

When it comes to brand experience, Woolies comes in at number one. Their excellent quality, good value and high levels of service are appreciated by South Africans. From buying or using a product, to calling their customer care line, browsing their website or interacting via social media, shoppers always feel that Woolies puts them first. And that makes “THE DIFFERENCE”.

Dis-Chem: More than just pharmacists who care, Dis-Chem wins the MOST PURPOSEFUL BRAND award. Capturing the spirit of Ubuntu, Dis-Chem have focused on making a difference to society by tackling socio-economic issues through programs like their Million Comforts initiative and Random Acts of Kindness. Their pharmacies stock everything you need to fix anything, with easy access to their onsite clinic for help and advice.

Capitec takes the award for the MOST INNOVATIVE BRAND. They have demystified the banking experience and kept it real through clever and innovative ways that make banking simpler and more accessible - you can even do your banking on a Sunday! Contributing to category innovation, Capitec is a strong driver of paperless banking and the use of biometric security.

Nando’s isn’t only the home of great peri-peri chicken, they are also kings of communication, and win the award for the BEST COMMUNICATION (they even fixed spellcheck through their #RightMyName campaign!) Miss the morning news, no worries, anything newsworthy is usually covered by a Nando’s ad, whose creative approach pokes at the lighter side of life and makes us laugh at ourselves every now and again!

Ticking all the above boxes, FNB wins the HEALTHIEST BRAND award, and is one of the “healthiest” banks ever measured across the BrandZ studies globally. Placing customer centricity at the heart of their business, they walk the talk with “How can we help you”. Innovations like geopayments, cardless cash withdrawals and electronic gift vouchers deliver world class customer experience. FNB have been fierce at delivering strong communication, driving innovation and their ubiquity in all the metrics is testament to the strength of their brand.

105

BAV BEST COUNTRIES: SOUTH AFRICA

4 BAV BEST COUNTRIES: SOUTH AFRICA


BEST COUNTRIES

It is possible not only to measure the value of brands from South Africa, but also to assess the strength of South Africa as a brand itself.

108

The Best Countries ranking does exactly that, comparing perceptions of countries around the world held by a broad spectrum of consumers.

There is a close relationship between how people feel about a country, and their attitudes towards the brands they associate with that country. Strong countries fuel strong brands, and vice versa. Developed by WPP’s Y&R BAV Group, the annual Best Countries ranking was first launched in 2016 at the World Economic Forum’s meeting in Davos, the world’s largest gathering of global leaders and heads of industry and influence. It is now in its fourth wave.

109


How To Measure A Country


Each of the eight measures is given a weighting in its contribution to the total score for each country, as follows:

The 8 elements of a country’s brand Adventure

Heritage

A country is seen as friendly, fun, has a pleasant climate, and is scenic or sexy.

The country is culturally accessible, has a rich history, has great food, and many cultural attractions.

Citizenship It cares about human rights, the environment, gender equality, is progressive, has religious freedom, respects property rights, is trustworthy, and political power is well distributed.

The Best Countries ranking incorporates the views of more than 21,000 individuals surveyed in 36 countries in four regions: the Americas, Asia, Europe, and the Middle East and Africa.

These people included a high proportion of “informed elites” – college-educated people who keep up with current affairs – along with business decision makers and members of the general public. Respondents are asked about the 80 countries that feature in the 2018 ranking; between them, these countries account for about 95 percent of global Gross Domestic Product, and represent more than 80 percent of the world’s population. People surveyed for Best Countries were asked how closely they associated 65 attributes with a range of countries. These attributes were then grouped into eight categories that were used to calculate the Best Countries ranking:

110

Cultural Influence It is culturally significant in terms of entertainment, its people are fashionable and happy, it has an influential culture, is modern, prestigious and trendy.

Open for Business Manufacturing is inexpensive, there’s a lack of corruption, the country has a favourable tax environment, and transparent government practices.

Power It is a leader, is economically and politically influential, has strong international alliances and a strong military.

Quality of life Entrepreneurship It is connected to the rest of the world, has an educated population, is entrepreneurial, innovative, and provides easy access to capital. There is a skilled labour force, technological expertise, transparent business practices, welldeveloped infrastructure, and a well-developed legal framework.

There’s a good job market, affordable living costs, it’s economically and politically stable, family-friendly, safe, has good income equality and well-developed public education and health systems.

4%

19%

14%

19%

4%

13%

8%

19%

The weight of each category in the final index is determined by the strength of its correlation to per capita GDP (at purchasing power parity). As seen in the table above, a nation focused on providing great quality of life for its people, which cares about rights and equality, and has a focus on entrepreneurship, is seen as having the most powerful nation brand. This reflects how the world has changed; no longer is it just tanks and banks that give a country influence around the world. Hard power is making way for softer power that comes about as a result of entrepreneurship and cultural exports. In addition to the eight categories above, a momentum metric called “Movers” represents 10 percent of the index, measuring how different, distinctive, dynamic and unique a country is seen to be. To see the full Best Countries methodology, visit: https://www.usnews.com/news/bestcountries/articles/methodology

111



A Closer Look at Brand South Africa

State of a Nation - South Africa Category score out of 10

Adventure

Citizenship

3.8

1.1

#

South Africa ranks 39th overall among all nations and 1 in Africa. Its best individual category rank in “Movers” places it 18th in the world, well above the world’s overall top three countries (Switzerland-28, Canada-32, and Germany-35 in “movers”) and well above the United States, ranked 29th. There are four attributes that are equally weighted to determine this score; different, distinctive, dynamic, and unique. Collectively, the “movers” category accounts for 10 percent of the overall BAV country rank. South Africa’s highest attribute

is its uniqueness. South Africa’s “adventure” score is also quite high, ranked at 25th in the world, strongly supported by its scenic geography and pleasant climate. South Africa’s “power”, which measures strength in economic, political, military, leadership and international alliances, ranked 28th in the world, bolstered by its strong international relationships. South Africa’s strong “heritage”, ranked 33rd in the world, and “entrepreneurship”, also ranked 33rd and driven by its connectedness to the rest of the world, places it well above many developed countries. Also of note, South Africa is considered the 11th best country in the world in which to study abroad.

It’s lowest ranking at #62, “quality of life” which contributes nearly 17 percent towards a country’s overall score, is impacted by global perception of South Africa’s lack of safety. South Africa’s second lowest category ranking of #61, “open for business”, underscores its high degree of corruption, lack of government transparency, and its unfavorable tax environment. However, with major changes in government taking place in 2018, and the potential for new policies geared towards improvement in government transparency, probusiness mindset, and improvements in safety and security, we would expect to see South Africa improve its score in these areas considerably, and demonstrate improvements in country ranking overall.

# = Overall rank out of 80 countries

25

Cultural Influence

1.7 #

36

#

40

Entrepreneurship

Heritage

1.8

3.3

#

33

#

33

Movers

Open for Business

Power

Quality of Life

4.9

3.6

1.2

0.8

#

18

#

61

#

28

#

62

Overall Rank

Out of 80 countries

112

113



Best Countries to Start a Career

Best Countries to Study Abroad Movers The Movers sub-ranking is based on an equally weighted average of scores from four country attributes: different, distinctive, dynamic and unique. The Movers sub-ranking score had a 10 percent weight in the overall Best Countries ranking.

1

United Arab Emirates

1

South Korea

1

Turkey

2 India

2 Turkey

2 Spain

3 Singapore

3 United Arab Emirates

3 United Arab Emirates

4 China

4 China

4 Russia

5 Japan

5 Thailand

5 Czech Republic

6 Thailand

6 Argentina

6 France

7 Egypt

7 Romania

7 China

8 Russia

8 Brazil

8 Qatar

9 Brazil

9 Tanzania

9 South Korea

10 Israel

10 Indonesia

10 UK

18 South Africa

114

Despite historical trends that show the US and the UK to be the countries that attract the most international students each year, millennials' perceptions ranked countries primarily in Asia with less established, but promising economies as the best countries to study abroad.

The Best Countries to Start a Career ranking is based on scores primarily from nearly 7,000 millennials on a compilation of seven equally weighted country attributes: a good job market, economically stable, entrepreneurial, income equality, innovative, is a place I would live and progressive. Countries that millennials favored more heavily than other generational survey participants did placed higher in this ranking.

11 South Africa

16 South Africa

115


South Africa - The "Brand" The relationship between country brands and the products and services those countries produce is complex, and changes over time. When a country and its brands represent consistent qualities and values, they lend one another credibility, and there is a multiplier effect for both.

116

Think of Germany and BMW; both represent elegance, performance and prestige. BMW is intrinsically German, and Germany is synonymous with BMW. The same could be said for France and Chanel, and perhaps the US and Levi’s, or Japan and Sony. In each case, the brand and the country are part of a virtuous cycle, a symbiotic relationship. Brands can both shape and be shaped by perceptions of their country of origin. Japan in the 1970s was known as a cheap manufacturing base, but is now respected as a world leader for quality electronics and technology thanks largely to brands like Sony and Toyota. South Korea has taken a similar path, with Samsung and Hyundai demonstrating to the world what modern South Korea can deliver, and has created a halo effect improving consumer attitudes in international markets to favor other Korean brands.


About Cultural Rankings The BrandAsset® Valuator (BAV) is a study of consumer brand perceptions, measuring brands on imagery and equity dimensions in a categoryagnostic fashion.

In a relatively short time, China has shifted perceptions from being seen as the world’s high-volume but at times precarious production house, to a powerhouse of entrepreneurship and innovation, particularly in digital technology. This is partly because of government strategy and a rebalancing of the Chinese economy, but also due to the ambassadorial role of some of China’s leading export brands, such as Haier, Huawei and Alibaba. South Africa’s uniqueness, distinctiveness and sense of adventure attracts Europeans, Asians and Americans and has done so for many years. South Africa established itself as the epitome of change and peaceful transformation as it emerged from a dark social history of division, into a vibrant and energetic country ready to take its place in the world, with a culture all its own.

By understanding and exploring a brand against the broader dynamics of culture, BAV can uniquely provide insight into a brand’s larger role in the evolving cultural marketplace, and provide actionable insights that drive both brand growth, and the brand’s impact on culture.

BAV has been collecting cultural ranks of brands for over 24 years, having spoken to over 1.2 million consumers globally. In South Africa, BAV has been tracking hundreds of brands on the same 75 brand associations, including 48 imagery dimensions, since 1993. The evolution of the brandscape in South Africa has been meticulously measured and studied by BAV and reflects the culture of the times and consumer attitudes. BAV’s “Cultural Rankings” tool captures a snapshot of consumers’ mindset and market conditions measuring key brand dimensions that matter, from trust to innovation to social responsibility. When combined with other market-specific brand associations, the tool helps contextualize a brand’s cultural role, guiding marketplace positioning.

For more information about BAV and its Cultural Rankings, please contact:

Michael Sussman CEO BAV Group [email protected]

Anna Blender Senior Vice President BAV Group [email protected]

Lauren Hayden Senior Brand Analyst BAV Group [email protected]

Brand “South Africa” offers global consumers an eclectic blend of the exotic and adventurous, mixed with a young and charismatic “up and coming” attitude. It attracts millennials and post-millennials to visit, study, and start their careers amidst a fast-paced environment in which the hottest brands of the world compete. South Africa has shown the world the true meaning of mobility, virtually leapfrogging the world in its digital transformation, where everything is done on the move. No wonder South Africa is ranked in the world’s top quartile as a “mover”.

117

BRAND BUILDING BEST PRACTICES

5 BRAND BUILDING BEST PRACTICES


Connecting with Soweto - One Street Back

Antony Stearns National Head of Strategy Geometry [email protected]

120

To be effective in delivering breakthrough advertising that cuts through the fragmented communication clutter that we find today, requires ongoing human investment from both client and agency teams to get out from behind their desks and understand the real “on the ground” behavior and sentiment that exists in consumer groups.

Geometry is a global brand experience agency operating in 56 markets around the world. We help brands thrive in an omnichannel world by shaping and changing people’s behavior at pivotal moments along the Purchase Decision Journey. www.geometry.com

To bring the sentiment of “find the insight” to life, I recently participated in a client market immersion to not only re-orientate myself with the sentiment of black middle-class consumers “on the ground” but to also get a true sense of the energy that was flowing through the streets of Soweto. From the onset, I was absolutely blown away by the amazing levels of optimism and individualism that I found residing amongst millennials in this market that was absolutely palpable. From clothing to cuisine, to something as simple as a bicycle, this market thirsts to express their individuality.

One thing is for sure, there is a hunger to succeed and a strong push to shine – there is an unwavering energy stemming through the streets of Soweto from everybody I met, to liberate themselves and to make their personal mark, not only in their own lives, but in their community and in the world, in a way that they want – on their terms.

According to the Nielsen’s Annual Shopper Trends Study undertaken in 2017, R315,7 Billion was spent in total in the South African retail sector, of which R70,5 Billion was spent within the Urban Independent (mostly small business or Spaza) channels. The Nielsens report highlights that sales growth within the Urban Independent channels between March 2016-2017, rose by 13.4 percent year on year, so it was a real eye opener to visit the street traders and hawkers one street back to get a true perspective of how these traders operate. It’s amazing what happens when you unblinker yourself and take the time to really look and understand the real-life dynamics in play on the streets of Soweto. What was overly apparent was the activity of small businesses operating absolutely everywhere. Hidden deep within the confines of every community, are thriving entrepreneurs focused on success. From a brand and marketing perspective, what is clear is that the Spaza owner has become the brand gatekeeper, and that local communities are mobilized, have disposable income, and are buying – A LOT. >>

121


It must be said that the role of the Spaza shop owner is almost always neglected when the client brief hits the agency. Yet when you spend time on the streets you realize how important these informal traders are in contributing towards product volumes and brand exposure. Spaza owners crave legitimacy and really want brands to assist them in supporting a professional image in their trading communities. One glaring observation is the lack of brand and marketing support that was observed amongst these traders. Understanding the informal traders’ role and importance within the purchasing decision journeys of consumers in the Black Middle Market presents a real opportunity for brands to be more impactful within the lives and households that they wish to attract. Whilst there is a strong appetite for local “home grown” brands motivating millennial buying behavior, a more materialistic view was expressed amongst the 30’somethings. With more disposable income and an appetite to “stand out from the crowd”, big mainstream international brands were the order of the day. In the eyes of this slightly older market, these big-name brands represent status, and there is a real hunger to be associated with brand labels that reflect their success, be recognized, and “stand out from the crowd”.


to the exit we were interrupted by a BMW car display showcasing their entire product range. Every preconceived notion in terms of a trading environment that was positioned to cater for the lower end of the market, was completely shattered. As a parting thought around my immersion - rise up, unblinker yourself and find the real “one street back” insight that will provide your agency and brand with the creative magic to break through. As cliché as it may sound in terms of brands wanting to have a meaningful impact into the Black Mass Middle Market, the richer the insight, the better the brief that guides the creative process and that are an essential component to driving the conceptualization of rich meaningful big ideas that resonate and are relevant. It is hard to find a real insight driven strategy that goes beyond the stagnated segmentation model. Finding true consumer moments and rich connection points along the consumer path to purchase provides brands and their agencies with the opportunity to make a meaningful impact in the lives of their consumers in a way that is authentic and genuine which exhibits a true understanding of their world, their pressures, their reality.

A real revelation was a visit to Jabulani Mall, based in the heart of Soweto. Surrounded by low cost housing and a rural landscape, Jabulani Mall presented itself as a shining oasis of sheer brand aspiration. Almost every major brand clothing label could be found and as we made our way

122

123



Brand Building: How to be Authentically Personal

By focusing on building a brand through personalization, Standard Bank is one of the great case studies. The bank was experiencing a significant net loss of customers year-on-year (from 2015 to 2017) and was also measuring below industry average on customer satisfaction for Personal and Business Banking. As one of the oldest banks in South Africa, relying on legacy versus using heritage to evolve with the times meant that challenger brands like Capitec Bank and First National Bank could easily snatch customers using innovation in a relevant content, which would increase their perceived value amongst consumers - giving them exactly what they needed, when they needed it. This led the brand to seriously rethink its positioning and role in people’s lives.

Brenda Khumalo

Thobeka Sibiya

Managing Director Collective ID [email protected]

Senior Strategic Planner Collective ID [email protected]

Never before in history has the average consumer held so much power. With social and mobile technology at our fingertips, everyday people can voice their opinions and rally communities to do the same. The challenge for brands today is determining how to use the voice of the consumer to their advantage. On a journey to personalization, there is a thin line between being personal and being creepy (no brand wants to become a stalker). So, markets are now faced with the challenge of creating personalized, relevant content that does not feel intrusive.

124

To build a brand, businesses need to understand their consumer’s ambitions and dreams in order to enable them to reach their success through the brand. In order to grow market share, the campaign focused on the growing middle market segment, i.e., ‘the rainmakers’ who are defined as youthful (25 - 35) and ambitious with a mature outlook. They live their lives to the fullest, are sociable, vibrant, free thinkers and multifaceted. They live a fast life and move and succeed in different worlds. With this consumer in mind, the brand had to make sure it spoke to their individual mindset, and not

broadly as a homogeneous group. Consequently, Standard Bank developed the ‘What’s Your Next?’ campaign. The campaign was inspired by the insight about individuals being on unique journeys to their Next (progress) - whether it is as small as a next holiday or as big as starting a new business venture, individuals are always on a journey of pursuing their next thing that will better their lives. Carving the brand’s personal role in each individual’s life, Standard Bank became a brand that seeks to encourage people to never stop asking this reflective question: ‘What’s Your Next?’. The answer to this question allowed Standard Bank to partner with customers in realizing their individual NEXTs. Standard Bank moved into a space where they became the enabler for people to reach their goals by providing them with banking products that meet their specific needs. Beyond just communication, the bank applied the use of data, technology, and service excellence, together with new ways of working to empower their people (staff), to continuously

delivering an exceptional, personalised experience to their customers. In just under a year since the launch of the ‘What’s Your Next?’ campaign, the results were impressive. For the first time in four years, Standard Bank Consumer Satisfaction scores rose by 4.4 percent from 71.9 percent in 2016 to 75.2 percent in 2017, which was the largest increase for any South African bank according to Business Insider South Africa 2018. People make decisions mainly based on emotions and content, thus content needs to be more human and personal for people to easily process and relate to it. The takeaway? Make it easy for people to choose your brand by giving them a voice, power, and by talking to them as individuals.

Collective ID occupies what we believe is a unique space in the range of advertising agencies available in South Africa. www.collectiveid.co.za

125



In Pursuit of Nuance What “age” are we in? The Age of Transparency, Collective Doubt, True Accountability, Pervasive Individualism? The Age of Purpose, Reinvention, Consumer Activism or The Return to Humanity? One thing is certain, we are in an era of intense consumer scrutiny. Brands and companies that resonate are sought out and then held accountable if they disappoint. Brands are viewed in terms of adding value to people’s lives, in the trust conveyed, and in the compatibility of a value set. Frequently this scrutiny plays into the hands of smaller brands that appear to value intimacy over scale, dialogue over monologue, authenticity over manufactured value. This is without a doubt the era of start-ups and boutique brands featuring clear compelling visions with a sense of community and purpose.

them across the diversity of channels. They all need to feel seamlessly connected as part of one conversation but crafted to eliminate fatigue and the response of “I’ve already seen it”.

Dale Tomlinson CEO The Hardy Boys [email protected]

This raises the debate around the obvious business imperative to achieve critical mass, market leadership, category dominance and global reach. To deliver on all these something must give. Does global appeal come at expense of local nuance and cultural sensitivity? Are we prepared to sacrifice intimacy for ubiquity? It is quite sobering to remember that every brand we work on was once a “start-up”; the work we do should help to rekindle some of that intimacy that may have been lost in the race to the top. Even monolithic brands need to create personal connections if they are to build enduring relationships. This is where the role of agency has changed somewhat. We have to become brand suiters, creating experiences that stir a sense of familiar nostalgia or provide insight into what the future could be. Do we want to stimulate the recall a unique aroma, share a piquant taste, offer an exhilarating driving experience or that soft underfoot comfort of a fine carpet? It is no longer about merely creating a great campaign and wallpapering the planet with it. At some stage the brand has to come out of the mass communication ether and directly engage. These are the all-important

126

moments where a one size fits all execution just may not close the loop in triggering purchase or adoption. This is where that understanding of local nuance and cultural sensitivity differentiates one brand from another. This is where relevant intimacy can work its magic. Clearly this is not necessarily the case if you are selling a garden hose or wall socket, but it very definitely is if you are talking food for example, then local knowledge is everything. One might think that coffee is just coffee, it’s not. Nescafe clearly understands the need for nuance and intimacy and created Nespresso. Each little pod popped into a beautiful home “percolator” recreates that perfect micro-barrister experiences every time. The Nespresso experience also accommodates local taste profiles ensuring that there is a pod that not only caters to the coffee palette unique to diverse nationalities but right down to each individual whomever and wherever they may be. “Experience”, a simple term, or is it? True experiences are those that illicit a response, that resonate, that stir the beginnings or the rekindling of a beautiful relationship. Crafting these experiences is one thing, delivering them is another. We now have to be able deliver a chain of experiences across multiple touch points nuancing

Can the experience happily transcend digital, shopper, radio, sampling, cinema, etc.? A recent piece of work done for Robertsons Spices, the market leading culinary spice brand in South Africa, was an example of a consumer brand experience crafted down to last detail across multiple touch points. Built on a history of discovery by traveling the world to find the best and most exotic spices, Robertsons rapidly found its place in virtually every household in the country. But along the way, it found itself being taken somewhat for granted, and had lost some its intrigue and simple but inspiring ability to make bland food exciting. Feeling the impact of smaller brands slowly eroding some of its consumer loyalty, Robertsons set out to rekindle some of its lost intimacy. They sought to create the experience that would get people to renew their relationship with the brand and remind consumers of its mastery in sourcing, blending, and creating fresh culinary ideas. Robertsons realized it was very much about understanding the nuances around taste profiles, cultural culinary

habits across the world, and how to share them in a way that would hopefully stimulate a renaissance in home experimentation. The Robertsons Reinvention Kitchen was created; a bespoke pop-up restaurant in a trendy foodie precinct in Johannesburg. Five authentic menus were developed by five leading chefs using five spices from five different countries. The diners were peppered with bloggers, journalists and key opinion formers igniting a social media frenzy and driving traffic to the Robertsons recipe-rich website. Small bite-sized experiences were then recreated instore to spread the experience and directly drive purchase. Whether big or small, emotive or functional, simple or complex, creating experience is an attitude, a quest to stimulate disruptive and contagious engagement, and to build new friendships and cement loyalty.

We're a group of passionate problem solvers. Idea generators. Since 1994, we've been helping our clients create, refresh, re-position and build brands. www.hardyboys.co.za

127



Right

Brand Safety in an Era of Scrutiny There was a time when brands could hide behind clever (or not so clever) advertising, highlight a particular brand trait, choose a few media channels, and sales would follow. If you as a customer had a complaint and wanted everyone to know about it, the best option at your disposal was to write a “Letter to the Editor.” Fast forward a few decades and customers now have a plethora of options. Our connected world provides opportunities for both customers and brands to complain, compliment, or simply talk to one another, but it’s sometimes tricky to navigate and most times it’s the

128

In mid-2017 a disgruntled customer of insurance company MiWay, generated a social media post purporting an offensive and racist email from a MiWay employee. As can be imagined and obviously intended by the customer, the letter caused a social media storm with many MiWay customers threatening to cancel their insurance. The company instantaneously took to social media, confirming their awareness of the email and promising to immediately launch an investigation into the matter. MiWay CEO, Rene Otto was quoted as saying, “We are busy following the threads and will be able to prove that it’s false and falsified.” (iol.co.za July 2017).

Elouise Kelly Managing Director Ogilvy [email protected]

brands who miss out. Being exposed doesn’t always have to be negative, it can be an opportunity for brands to be honest and authentic while strengthening the relationship with customers. Brands are no longer able to simply advertise. They have to be relevant, build trust, surprise and delight. They need to listen and be empathetic and make the customer the hero of the brand story. They also have to find the sometimes illusive customer at the right time and place. The tasks are immense. If brands are able to balance these requirements and get them right, then brand trust is sure to follow, leading to brand loyalty. This sounds fairly simple right? Well, a few recent examples demonstrate how this can be fairly complex, how some brands get it right and others keep getting it wrong.

A week later MiWay was able to communicate the results of its investigation and not only prove the email to be false, but also name the person behind it, and thereby reconciled the entire debacle amicably. How did MiWay keep their brand safe amidst such earnest scrutiny?

>> They responded immediately, acknowledged the problem and communicated a course of action; >> During their investigation they kept communication channels open and provided necessary feedback as well as responding to customers, media and other stakeholders; >> They acted swiftly, not dragging out the investigation and communicated an outcome as soon as it was available; >> MiWay also acknowledged they could have handled the disgruntled customer’s complaint better. They met with the customer and agreed on a way forward, which was reported on different media outlets.

Ogilvy is an award-winning integrated creative network that makes brands matter for Fortune Global 500 companies as well as local businesses across 132 offices in 83 countries. www.ogilvy.co.za

Wrong Unfortunately, most brands are not like MiWay. There are those who get it very wrong and don’t seem to learn from their mistakes. H&M is unfortunately a very good example of how a lack of insight, the inability to listen, and relinquishment of brand custody all factor in the creation of a negative brand story. H&M, the Swedish fashion retailer with an international footprint, launched in South Africa toward the end of 2015. Although the Country Manager, Pär Darj, acknowledged they saw South Africa as an aspirational market with immense potential, demonstrating a very big fashion interest in the middle class (Business Report, October 2015), their launch campaign demonstrated what can only be described as ignorance of the South African market. Billboards and posters featured exclusively white models and when H&M was called out on its lack of diversity the response was uninspired, claiming it was “essential for them to convey a positive image” (@hmsouthafrica, Twitter 2015). What could they have done better?

>> Know your market and the customer you are targeting; >> Localize and be relevant, reflect the environment in which you operate; >> Educate and empower all your brand custodians, especially your social media managers; >> Be humble, acknowledge mistakes and take tangible rectifying steps.

There is no denying the scrutiny brands face and it intensifies on a daily basis. Control of the brand has shifted from its owners and is being shaped by consumer opinion and perception. Brand safety cannot be assumed and every risk should be anticipated. A large component of the modern marketing journey is a about applying a holistic approach to brand management. Advertising is only one part of a much bigger whole. Brand influence (especially along the customer journey), cultural relevance, integrity, responsibility, and engagement are some of the fundamentals which will keep brands safe in a very exposed world.

129



Three Ways to Winning with Influencers

Lust

You’re already under the Influence of people you think you trust. You don’t even know it yet. One book that every marketer should have on their bookshelf is Influence by Robert Cialdini wherein we learn about the power of being influenced by Authority figures. We’re seduced by powerful stats from experts, for example; according to a Schlesinger Associates study, 81 percent of marketers believe that influencer engagement is effective1. It begs the question of what “effective” really means because with enough money, brands can pay influencers to get their message out to the masses and create “talkability”. This can be disastrously effective.

Influencers must have a strong desire for what they are endorsing. It’s that simple. Find influencers that are passionate about your brand, let them fight to be on your team, and watch the magic unfold. While many marketers will hunt for Influencers with large followings and approach them for endorsement, we recommend reversing the process by getting influencers to fight for why they should be chosen by you. It’s a bit like the dating game except the influencer has to make the first move.

Managing Partner Student Village [email protected]

130

1

Cutting through the clutter of Influencer jargon and fluffy research stats it is important to understand a proven model of success that’s worked for banks, handsets, cellular providers and alcohol brands. While there’s a lot of hype, there is in fact a science behind crafting a successful Influencer campaign. We call it the LIP Influencer mode; LIP = Lust. Investment. Proximity.

https://www.emarketer.com/Article/Marketers-Pair-Up-with-Influencersand-Works/1012709

Investment wears 3 hats - Time. Training. Financial.

A brand that got Influencers to make the first move was Vodacom who tapped into the power of South Africa’s hottest young student influencers to drive their youth package, NXT LVL. Thousands of students applied to be an influencer for Vodacom and go through rigorous interviews on campus to qualify. Passion for the brand was the primary metric for fit.

The Vodacom brand team knew that investing in Influencers wasn’t a once-off exercise and committed to a yearlong influencer program. A longer timeframe meant that Vodacom could take a constant barometer of the team’s progress and make adjustments as the campaign grew. And the results speak for themselves - Vodacom exceeded its original target of NXT LVL customers.

Tip: Don’t get lulled into followership as a primary metric. Spend the time discovering if your influencers have a connection to your brand before taking the conversation further.

Training was another crucial element and Vodacom understood that they were investing in influencers as if they were extensions of their own marketing team. The time spent training influencers on the brand vision, objectives, and product was crucial. This meant bringing influencers into their inner circle.

Social media influencers have changed the marketing game and have given brands access to people in ways businesses could have never imagined.

Marc Kornberger

Investment

Since 2001 we have been connecting graduates with top companies in South Africa. Our team of Villagers work tirelessly, producing awesomeness for students and companies.

Tip: Brands that take influencer marketing seriously know that investing for the longer term must be a consideration in the annual budgeting process. >>

www.studentvillage.co.za

131



Proximity The Schlesinger Associates report alludes to the power of proximity, stating that 92 percent of consumers trust earned media such as word of mouth and recommendations from friends and family1. In other words, the closer the proximity of a trusted group, the higher the sphere of influence. Having a favorite celebrity or supermodel recommend switching cellular networks doesn’t have the same cred as a best friend’s recommendation. Looking specifically at university students (Fig 1), we see that peer groups have higher influences on each other. Not only that, but as the sphere of influence expands outwards, the degree of trust drops, and scrutiny rises. We have discovered that Afrillennials (African Millennials) are natural born skeptics about celebrities endorsing multiple brands. Authenticity plays a big factor and the youth have their eyes trained like a hawk for the inauthentic

and will make sure to let everyone know when it’s absent. Just look at the global outrage over the Pepsi commercial in which celebrity Kendall Jenner brought a political march to a standstill. It was slap-in-the-face inauthentic. She’s a supermodel, a celebrity, not an activist or social change maker. But it went viral. It got engagement. Would that fit in the 81 percent statistic mentioned earlier that believe it was effective? Let’s hope not. In contrast, Vodacom was winning the authenticity race by infiltrating and activating at every touch point of a student’s world thanks to influencers taking the brand to social events, showcasing on campus, and boosting the offering on their social media platforms. A tight proximity of their influencers to the student market meant more authentic engagement. Tip: Choose Influencers from a market that is closer to the sphere of influence in your target market. If you’re targeting youth, then seek out young people with influence.

Fig 1: Proximity of Influence

Conclusion Celebrities Opinion Leaders Students Friends & Family

Influencer marketing is here to stay. Effectiveness takes time and effort and a process of steady accretion. Brands who succeed in bringing influencers into their circle of trust do so by walking the journey together as opposed to seeing them as just another billboard. Check out the Vodacom case study and video at http://www. studentmarketing.co.za/casestudy-vodacom-nxtlvl-levels-8-6million-youth/

>> Sphere of influence decreases >> Trust drops >> Scrutiny Increases

Other resources: The Youth Influencer handbook is available for free download at http:// www.studentmarketing.co.za/ wp-content/uploads/2018/04/ YouthInsights_Influencer_F.pdf


132

1

https://www.emarketer.com/Article/Marketers-Pair-Up-with-Influencersand-Works/1012709

133


The Changing Nature of Work and What This Means for Brands


Mathew Weiss Managing Director Superunion Africa [email protected]

The new ways Millennials consume products and services has helped fuel the rise of the world’s most innovative and rapidly growing companies.

Standard Bank’s Purple (in Beta phase) developed an offering that ‘collaborates’ with entrepreneurs and the people who support them. Purple pinpointed the special relationship that an entrepreneur has with their accountant as an area where Purple could make a difference. They developed products that show an understanding of the problems that accountant try to solve in order to make the entrepreneur successful. To ensure meaningfulness, entrepreneurs and accountants were also invited to co-create these solutions.

We are also seeing new collaborative workspaces replacing traditional offices. WeWork says it ‘creates high energy, collaborative office communities that are responsive to the needs of this mobile and creative workforce’. Through the combination of cool, innovative environments, support services and a digitally enabled community allow independent businesses to enjoy the benefits of scale without the cost and complexity. While WeWork was originally targeted at micro businesses, they are starting to attract employees from large corporates who see the benefits of working in these environments. Landlords are going to have to think very differently about how they design the offices of the future. So, what are the implications for brands and employers that want to build strong appeal and loyalty with this Millennial class in work mode?

Empowered by technology, Millennials want convenience (mPesa), value and experiences (Airbnb, Uber), prefer access over ownership (Netflix, Spotify) and place enormous value on community and connections (Facebook, Instagram). This cohort is also changing the way we work. Many are eschewing traditional corporates and preferring to go it alone. Entrepreneurship and freelancing are flourishing, with the latter growing three times faster than the traditional workforce. Technology makes it simple to connect and work with people from anywhere in the world from the relative freedom of your local coffee shop. Never has there been more kudos in starting your own company. The idea that you either live to work, or work to live is increasingly outdated. Millennials want work and life to be integrated, enjoyable and meaningful.

134

With these changing attitudes comes a new set of expectations that not only affects employers but is also changing the way brands target this enormous and upwardly mobile audience. From banks – offering financial products, to entrepreneurs and small businesses, to retailers selling work-life ‘tools’, to property developers - providing the physical spaces to facilitate work, they all need to be cognizant of, and respond to, the changing expectations of these consumers.

Superunion is a next-generation brand agency built on a spirit of creative optimism. We use upstream creativity to build brands that unite people and organizations. www.superunion.com

A New Definition of Value There is an expectation in servicing workers that you get what you pay for. The value equation is binary. It’s either cheap and cheerful or expensive and exclusive. As in other sectors, most notably fashion, we are seeing a change in how people understand value. Value offerings do not need to feel cheap. Value focuses on pragmatism (solving the most important needs), aspiration (desirable and modern design that people are proud to own) and partnerships (collaborations with other brands to extend the offer). The launch of Level, a new low-cost airline (by AIG) targeted at Millennials, followed this formula, became one of the most successful airline launches in history and attract business travellers even though they have no business class seats. >>

135



Productivity is King

Work with Purpose Millennials approach their work with a highly defined set of expectations. They want their work to have meaning. They want to use their talents and strengths to do something that matters, with 63 percent expecting their employers to contribute to a social cause. Steve Jobs lured Pepsi executive John Sculley to Apple by asking him: “Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?” This question is something Millennials are asking of themselves and the brands that they use while they work. CSI programmes are not enough, a brand’s purpose needs to be hardwired into the business strategy. Companies like Nando’s who speak the truth to authority and have helped to promote the South African art scene globally have got it right. Discovery’s has its goal to promote healthier living and backed this up with a programme to train healthcare workers. This initiative is expected to create 40 000 new jobs by the end of 2018.

136

Technology has helped revolutionize the way we work, especially the speed at which things get done, and the number of people who can work collaboratively on a single project. But this comes at a cost - the possibility of a misunderstanding and non-alignment between teams remains high and despite all the tech, poor execution still undermines the best laid plans. BlackBerry built its brand on the idea of improving productivity, but lost its way as it sought to reach out to a wider audience and competitors introduced similar ‘work tool’ features. More recently a service like Slack, one of the fastest growing business tools in history, is helping to resolve these problems by ‘creating alignment and shared understanding across teams, making them more productive, less stressed, and just a little bit happier’. Everyone is looking for productivity gains and if your brand can help then it will be highly valued.

Anytime Anywhere The majority of millennials are less inclined to commit to a 9-to-5 office routine. By choosing their own hours, they can identify the time slots of the day in which they are most productive, while being able to deal with pressures from their personal lives. Work becomes a choice, not a location. In 2013, WeWork launched WeWork Everywhere, a flexible membership offering a la carte access to its spaces and services, as well as exclusive membership to the online member network. This was designed to appeal to workers not living in close proximity to a WeWork location. This supports their long term vision of empowering people everywhere to work at what they love.

137



So, 10 simple rules and most of them are easy enough to understand, in fact so easy it fits right in the Marketing 101 category.

Marketing on Mobile?

TMARC is a Digital Consumer Engagement Company, enabling connection for consumers, shoppers, brands and retailers. www.tmarcweb.co.za

1 Always adhere to the 4 P’s of Marketing (price, place, product, promotion), and ensure you are clear that what you are offering or communicating covers each P.

2 Break out of complexity – keep everything simple so that “they” understand it. “Simplexity” is the way forward.

It has been said that there is no such thing as digital marketing - there’s just marketing, so let’s flip the script on ‘Mobile Marketing’ and just call it marketing on mobile. Nick Terry CEO TMARC [email protected]

The one device we refer to more often than any other is our mobile phone. You’ve seen all the stats – in fact, dispense with all the mobile usage stats – just look around you! So, marketing on mobile should be all over your marketing plan. Is it? Look through your brand plan – is there a section on mobile? And whatever your current marketing plan includes, does the idea work seamlessly on mobile? If the answer is no, then you are missing one of the most critical elements in a successful integrated marketing plan. As with all things there are some simple guidelines that one should adhere to in order to provide a best in class user experience and enable a Return on Investment for the brand.

138

3 Don’t create too many clicks – “go here - do this, go there - do that”. Remember, consumers are time starved and data costs money – their money! Seamless & frictionless works best. Consumers are quickly adopting the attitude of “keep your hoops, I’m done jumping”. Gamification can be fun, but you must ensure that participation is simple and easy.

4 Deliver the core message in 5 seconds for word content, and 15 seconds for video content (6 seconds is not long enough to be entertaining) and by the way, tell them what the Big Idea is – don’t let them try and guess, lest they get it wrong.

5 Answer the question - What’s In It For Them – W.I.I.F.T. – Value, Knowledge, Future savings. Don’t build a consumer relationship on trade-offs, don’t ask them just to share it with their friends for something in return – If they like it they will share it but don’t bribe them to share it.

6 Follow the rules – Opt In, Opt Out, on all communications. Name your product every time so that they know who is talking to them.

7 Consumers are into instant gratification so reward them if necessary but do it within 5 seconds of their interaction. People love getting something in return for doing stuff, this is what makes them do it again and again.

8 If you build a mobile audience, then re-engage them in a measured and regular way by understanding shopping and consumption occasions and communicating the right content for each occasion. Proactive re-engagement speaks to upcoming occasions relevant to your brand. Reactive re-engagement means translating inbound data into targeted communications.

9 Mobile is 60/60/24/7/30/365 – it is relentless. And unlike TV, there are no prime time slots, mobile is always in prime time. Always be on, always be communication ready, always be surfing for opportunities.

10 Be a “Youtility” – provide a use for people beyond just your brand offer - teach, help, and educate them, expand their horizons – market with purpose beyond just selling another box or can of product –people will share this stuff instantaneously, just like you do, right?

When you send content, it is important that what you send is contextually relevant. Understand, over time, where your consumers live, work and play – also understand how they travel between those three significant segments. Content sent to people must have relevance to what they are doing and when they are doing it. For example, don’t sell chocolates to people at 10:00 AM when the real big consumption period is between 1:00 PM and 3:00 PM. Marketing on mobile allows you the precision to message at 12:45 PM just before that purchase is about to happen. Learn when they shop and when they consume – understand the difference between the two and message to mobile for different occasions. “Stock up on snacks for the big game tonight” (Shopper) and “Hey, the game is on, time to share those delicious winning snacks” (Consumer). Your brand is always in their hand – treat them with respect and be a part of their life in a relevant, interesting and responsible way – and ensure they continue the relationship. So why must Mobile must be at the center of your marketing world? Out of 27 European markets where Digital advertising grew at 13 percent, Mobile dominated, translating into double-digit brand growth in all 27 markets. Meanwhile, mobile displays grew by more than 40 percent, and now accounts for 42 percent of total display advertising. Bottom line: get mobile now!

139



How Global Brands Make A Local Connection

The phrase ‘think global, act local’ is often bandied around when it comes to discussions about “glocalization.” The problem with that is the lack of emphasis on ‘thinking’ at the local level, it’s not just about acting locally to implement a global strategy. A whole lot of intelligence, insight, and understanding goes into transferring a global brand offering to a local market in a way that is relevant, relatable, and resonant.

Robyn de Villiers Chairman and CEO Burson Cohn & Wolfe [email protected]

140

To establish a real local connection, here are five brand building action points for global entities wanting to grow their brands in South Africa (and other markets across Africa):

Be Seen to “Give Back”

Find Local Ways to Manifest Global Concepts In communications with consumers, two scenarios exist – a campaign can connect locally but lose its global connection or it can stay true to global origins and risk seeming irrelevant to local consumers. Somewhere in the middle there is a sweet spot that leaves room to interpret a global strategy in a way that resonates locally. Absolut vodka’s global strategy “Creativity for Progress” has been brought to life in South Africa through the One Source Live festival which celebrates African creativity spanning music, fashion, art and photography.

Have a Business Model That Allows Flexibility A decentralized business model must be at the top of the list. In the words of Tom Peters, global brands must “loosen the reins, to allow a thousand flowers to bloom.” A good example is Pernod Ricard, the French based provider of leading spirits brands like Jameson, Absolut and Ballantine’s. The company’s decentralized strategy allows its large footprint of operations around the world the freedom to implement initiatives that are primarily local but still connected with the Group’s global priorities.

In choosing ambassadors for local campaigns, global brands must be conscious of credibility. Paid endorsements are quickly discerned by consumers if they lack authenticity, but that doesn’t mean you can’t use a global ambassador in a local market. G.H. Mumm champagne recently announced the special appointment of Usain Bolt as its newest CEO (Chief Entertainment Officer). Bolt is tasked with finding “energetic and daring ways” to bring celebrations to consumers all over the world, including South Africa. As a sporting hero people universally look up to him.

Explore ways of leveraging the power of the global entity to enrich lives at a local level. Pernod Ricard has global properties such as the Ballantine’s Boiler Room - a series of live broadcast events featuring past, present and future music legends. For the South African events, Pernod Ricard’s marketing team had influence over the choice of artists that were involved. This has really helped in discovering and uplifting local talent – consumers notice and welcome this.

Use Local Expertise to Guide You Partner with local experts with indepth understanding of the market and the ability to both strategize relevant and relatable campaigns, and to implement them on the ground with sensitivity.

Adapt Global Ways of Working The old adage says, “when in Rome, do as the Romans do.” Be prepared to adapt global ways of working to local market situations. In South Africa this involves a very specific approach to working with talent. For FMCG companies like Pernod Ricard it also means choosing supply solutions that will benefit locals, such as sourcing local product and adapting distribution models to include a more informal sector.

With real focus on connection, global brands can soar in local markets. No better example is the success of Jameson in South Africa. The global brand has established deeply trusted premium brand credentials in the local market. This now makes South Africa the second biggest market for the whisky brand behind the USA.

BCW (Burson Cohn & Wolfe) is one of the world’s largest, full-service, global communications agencies with deep expertise in digital and integrated communications, across all industry sectors. www.bcw-global.com

141



Why Purpose is the Great Differentiator for Brands

H+K Strategies offers senior counsel, insightful research, and strategic communications planning throughout the world. We have offices around the globe, and our clients represent 59 of Interbrand's 2013 Top 100 Global Brands. www.hkstrategies.com

The world of communication is changing. Constantly. What is considered effective practice one month can easily be turned on its head by the next. The proliferation of different communication platforms, the relentless rise of social media, and the ascent to power of the man on the street makes it vital for companies to ensure that their messaging across platforms is consistent, relevant, and impactful.

Roz Thomas CEO Southern Africa Hill+Knowlton Strategies South Africa [email protected]

142

As a result, global organisations have had to up their game considerably. Whereas before these companies relied on multiple agencies to craft and disseminate their communications, consolidation is now the name of the game. As consumers demand more, and the lines between PR, advertising, and marketing gradually blur and recede, organisations are increasingly engaging far fewer agencies to perform these vital functions. In addition, they are insisting on more than just blind execution; insights and proactivity are key.

This revised approach has meant that PR agencies have also had to evolve and accelerate. PR consultants need to be knowledgeable about all aspects of the ever-changing communications space and not just traditional PR. Communications should be aligned with companies’ overall business objectives. The PR consultant’s role as a strategic advisor at the boardroom table is now unquestionable.

Investigating Future Communication Challenges To explore how this mercurial environment will most likely impact brands, Hill+Knowlton Strategies recently conducted a global study that examined the projected future communication challenges and opportunities for international organisations. The in-depth research surveyed the opinions of communications practitioners who hold a senior regional or international role within their company. One of the report’s key findings was that creating and maintaining a purpose-driven brand was a vital asset in this world of disruption where the consumer increasingly demands more from organisations. Having a purpose that is embodied in everything a company does is becoming more crucial; it goes beyond corporate social responsibility efforts and is not an adjunct or afterthought to the ‘real business’ of an organisation. Purpose is the reason why a company exists, why they do what they do, and their very reason for being.

Research from Havas Media’s Meaningful Brands in 2017, which surveyed 300,000 people globally, showed that brands that are perceived as meaningful have outperformed the stock market by 206 percent. Companies with a clearly defined purpose also attract and keep better talent, increase their chances of longevity, and tend to resonate more with consumers. A vital element of the communication expert’s new role is to assist brands in clearly defining their purpose and ensuring that this purpose is the true north of a company’s every action and interaction.

The Strength of Purpose In order to achieve this, PR professionals need to have an indepth understanding of their brands’ stakeholders, and be aware of nuances in the environment. Having access to relevant and recent data, as well as being able to gain perceptive insights from this data, is crucial.

Quality content becomes even more important in a purposeful age. Our always-on, 24/7 communication climate often means we are engaged in a content arms race, where the weapons have become volume, and not value. To win, the only way to break through the content clutter is to ensure that each engagement a brand has with its audience is authentic, relevant, and impactful. Creative storytelling is essential. Purpose is also vital in helping companies maintain their reputation in times of crisis. Hill+Knowlton’s study indicated that risk management was only likely to increase in the future. As the influence of social media will continue to rise, fake news will also continue to become more prolific, and consumer attitudes will change. In an environment where consumers demand accountability and responsibility from brands, having a defined purpose that seeps through each brand action and interaction gives organisations a firmer footing from which to address, and even turn around, crisis situations.

Finding Stability in an Unpredictable Environment Communications is right at the epicentre of many exciting changes that are currently shaping our present and our future. In this climate, only brands with purpose will be able to stand the test of time, and it is the job of the communications expert to help clients navigate their way through this unstable terrain, and maintain relevance and impact, with purpose as their true north.

A key challenge for the communication professional that was highlighted by the Hill+Knowlton study is knowing how to maintain an organisation’s purpose and narrative within a world that is increasingly unpredictable. Businesses need to ensure that their purpose will have longevity, be authentic yet dexterous, and resonate with consumers of the present and future.

143

RESOURCES

6 RESOURCES


BrandZ™ Brand Valuation Methodology

The Valuation Process

The brands that appear in this report are the most valuable in South Africa.

brand. All Corporate Earnings come from that brand. In other cases, a corporation owns many brands. And we need to apportion the earnings of the corporation across a portfolio of brands.

The brands that appear in this report are the most valuable from South Africa. They were selected for inclusion in the BrandZ™ Top 30 Most Valuable South African Brands 2018 based on the unique and objective BrandZ™ brand valuation methodology, which combines extensive and on-going consumer insights with rigorous financial analysis. The BrandZ™ valuation methodology can be uniquely distinguished from its competitors by the way we obtain consumer viewpoints. We use consumer viewpoints to assess brand equity, as we strongly believe that how consumers perceive and feel about a brand determines its success or failure. We conduct worldwide, on-going, in-depth quantitative consumer research, and build up a global picture of brands on a category-bycategory and market-by-market basis. Our intensive, in-market consumer research differentiates the BrandZ™ methodology from competitors that rely only on a panel of “experts”, or purely on financial and market desktop research.

Before reviewing the details of this methodology, consider these three fundamental questions: why is brand important; why is brand valuation important; and what makes BrandZ™ the definitive brand valuation tool?

Importance of Brand Brands embody a core promise of values and benefits consistently delivered. Brands provide clarity and guidance for choices made by companies, consumers, investors and other stakeholders. Brands provide the signposts we need to navigate the consumer and B2B landscapes. At the heart of a brand’s value is its ability to appeal to relevant customers and potential customers. BrandZ™ uniquely measures this appeal and validates it against actual sales performance. Brands that succeed in creating the greatest attraction power are those that are:

Meaningful In any category, these brands appeal more, generate greater “love” and meet the individual’s expectations and needs.

Different These brands are unique in a positive way and “set the trends”, staying ahead of the curve for the benefit of the consumer.

Salient They come spontaneously to mind as the brand of choice for key needs.

Importance of Brand Valuation Brand valuation is a metric that quantifies the worth of these powerful but intangible corporate assets. It enables brand owners, the investment community and others to evaluate and compare brands and make faster and better-informed decisions. Brand valuation also enables marketing professionals to quantify their achievements in driving business growth with brands, and to celebrate these achievements in the boardroom.

We multiply Corporate Earnings by the Attribution Rate to arrive at Branded Earnings, the amount of Corporate Earnings attributed to a particular brand. If the Attribution Rate of a brand is 50 percent, for example, then half the Corporate Earnings are identified as coming from that brand.

Part B Distinction of BrandZ™ BrandZ™ is the only brand valuation tool that peels away all of the financial and other components of brand value and gets to the core – how much brand alone contributes to corporate value. This core, what we call Brand Contribution, differentiates BrandZ™.

Step 1: Calculating Financial Value Part A We start with the corporation. In some cases, a corporation owns only one

146

To make sure we attribute the correct portion of Corporate Earnings to each brand, we analyze financial information from annual reports and other sources, such as Kantar Retail and Kantar Consulting. This analysis yields a metric we call the Attribution Rate.

What happened in the past – or even what’s happening today – is less important than prospects for future earnings. Predicting future earnings requires adding another component to our BrandZ™ formula. This component assesses future earnings prospects as a multiple of current earnings. We call this component the Brand Multiple. It’s similar to the calculation used by financial analysts to determine the market value of stocks (Example: 6X earnings or 12X earnings). Information supplied by Bloomberg data helps us calculate a Brand Multiple. We take the Branded Earnings and multiply that number by the Brand Multiple to arrive at what we call Financial Value.

Step 2: Calculating Brand Contribution So now we have got from the total value of the corporation to the part that is the branded value of the business. But this branded business value is still not quite the core that we are after. To arrive at Brand Value, we need to peel away a few more layers, such as the in market and logistical factors that influence the value of the branded business, for example: price, availability and distribution. What we are after is the value of the intangible asset of the brand itself that exists in the minds of consumers. That means we have to assess the ability of brand associations in consumers’ minds to deliver sales by predisposing consumers to choose the brand or pay more for it. We focus on the three aspects of brands that we know make people buy more and pay more for brands: being Meaningful (a combination of emotional and rational affinity), being Different (or at least feeling that way to consumers), and being Salient (coming to mind quickly and easily as the answer when people are making category purchases).

Step 3: Calculating Brand Value Now we take the Financial Value and multiply it by Brand Contribution, which is expressed as a percentage of Financial Value. The result is Brand Value. Brand Value is the dollar amount a brand contributes to the overall value of a corporation. Isolating and measuring this intangible asset reveals an additional source of shareholder value that otherwise would not exist.

Eligibility Criteria Each of the brands considered for inclusion in the BrandZ™ Top 30 Most Valuable South African Brands 2018 must meet the following criteria:

>> The brand was originally created in South Africa; and >> The brand is owned by a publicly traded enterprise, or its financials are published in the public domain

We identify the purchase volume and any extra price premium delivered by these brand associations. We call this unique role played by brand, Brand Contribution.

147

6 RESOURCES


Why BrandZ™ is the definitive Brand Valuation Methodology

All brand valuation methodologies are similar – up to a point. All methodologies use financial research and sophisticated mathematical formulas to calculate current and future earnings that can be attributed directly to a brand rather than to the corporation. This exercise produces an important but incomplete picture. What’s missing? The picture of the brand at this point lacks input from the people whose opinions are most important – the consumer. This is where the BrandZ™ methodology and the methodologies of our competitors is different.

Competition Determines the Consumer View? Interbrand derives the consumer point of view from different sources, like primary research and panels of experts who contribute their opinions. The Brand Finance methodology employs a complicated accounting method called Royalty Relief Valuation.

Why is the Brandz™ Methodology Superior? BrandZ™ goes much further and is more relevant and consistent. Once we have the important, but incomplete, financial picture of the brand, we communicate with consumers, people who are actually paying for brands every day, regularly and consistently. Our ongoing, in-depth quantitative research includes over 3.6 million consumers and more than 120,000 brands in over 50 markets worldwide. We have been using the same framework to evaluate consumer insights since we first introduced the ranking in 2006, which allows historical understanding of the change in brand equity.

What’s the Brandz™ Benefit? The BrandZ™ methodology produces important benefits for two broad audiences.

>> Members of the financial community, including analysts, shareholders, investors and C-suite, depend on BrandZ™ for the most reliable and accurate brand value information available. >> Brand owners turn to BrandZ™ to more deeply understand the causal links between brand strength, sales and profits, and to translate those insights into strategies for building brand equity and fueling business growth. Since we have been using the same framework to measure these insights, this enables historical and cross category comparisons.

148

149

6 RESOURCES


BRANDZ™ GENOME MAPPING THE SCIENCE BEHIND OUR ART

One of humanity’s greatest recent achievements was successfully sequencing our own genome in 2003, revealing the key building blocks of what makes us each unique.

Now BrandZ™ gives you the ability to do the same for your brand of choice

The BrandZ™ Brand Genome visualises your brand’s “genome” on a page, with all the genome sequence measures providing an instant overview of your brand.

The ultimate tool for a new business pitch and a lot more Brand Genome is a unique BrandZ™ tool, exclusive to WPP. It’s free, available 24/7 and takes just seconds to create. Visit http://genome-measures.wppbrandz.com/ where you will be able to find out about each of the BrandZ™ measures, what they are, how they are calculated and how you can access a report which contains the measure. To download a sample genome map visit http://wppwrap.com/bg.pdf

150

151

6 RESOURCES



BrandZ™ Brand Building Tools and Personalized Publications Only available via your WPP Agency

Going Global? We wrote the book

BrandZ™ country reports: Essential travel guides for global brand building

TrustR

RepZ

Engaging consumers in the post-recession world.

Maximising brand and corporate integrity.

Our BrandZ™ country reports contain unparalleled market knowledge, insights, and thought leadership about the world’s most exciting markets. You’ll find, in one place, the wisdom of WPP brand building experts from all regions, plus the unique consumer insights derived from our proprietary BrandZ™ database.

BrandZ™ Top 75 Most Valuable Global Retail Brands 2018

BrandZ™ Top 100 Most Valuable Global Brands 2018 brandz.com/region/global

Brazil | Soft Drinks (carb and non-carb) | 2017 Prepared January 2018

Produced by

Powered by

InnovationZ

CharacterZ

PitchDoctor

Discover real-time innovation and startup ideas sourced via the exclusive Springwise global network of 20,000 spotters.

Brand personality analysis deepens brand understanding.

Everything you need to know about your brand, on one page.

StoryTeller

SocialZ

WebZ

CelebrityZ

An interactive data visualisation tool to allow anyone to build story-led insights.

See the real-time social landscape of brands, instantly.

A web traffic story for your brand.

Text needs to go in here for the Celebrityz report.

Vitality Quotient (vQ) vQ introduces a new framework to effectively diagnose a brand’s health.

152

BrandZ™ Top 50 Most Valuable Latin American Brands 2018

BrandZ™ Top 75 Most Valuable Indian Brands 2018

BrandZ™ Top 50 Most Valuable Indonesian Brands 2018

brandz.com/report/latinamerica/2017

brandz.com/report/india/2018

brandz.com/report/ indonesian/2018

BrandZ™ Top 30 Most Valuable Spanish Brands 2017

BrandZ™ Top 75 Most Valuable UK Brands 2018

BrandZ™ Top 30 Most Valuable Italian Brands 2018

BrandZ™ Top 50 Most Valuable French Brands 2018

brandz.com/region/spain

brandz.com/region/uk

brandz.com/region/italy

brandz.com/region/france

153

6 RESOURCES



Looking East In-depth brand-building intelligence about today’s China

The opportunity to build brands in China is greater than ever. But so are the challenges. BrandZ™ Top 100 Most Valuable US Brands 2018

BrandZ™ Top 50 Most Valuable German Brands 2018

BrandZ™ Top 40 Most Valuable Australian Brands 2018

brandz.com/region/us

brandz.com/region/germany

brandz.com/region/australia

BrandZ™ Top 100 Most Valuable Chinese Brands 2018

BrandZ™ Top 50 Chinese Global Brand Builders 2018

brandz.com/region/china

brandz.com/article/ chinese-global-brandbuilders-2018-2549

WPP has been in China for over 40 years. We know the Chinese market in all its diversity and complexity. This experience has gone into our series of BrandZ™ China reports. They will help you avoid mistakes and benefit from the examples of successful brand builders.

Spotlight on...

154

The fastest growth is happening deep in the country, in less well-known cities and towns. Consumers are more sophisticated and expect brands to deliver high-quality products and services that show real understanding of local market needs.

Spotlight on Cuba

Spotlight on Mongolia

Cuba is a market unparalleled both in the Caribbean region and the world. Brand awareness among Cubans is high, but gaining access to them uniquely challenging. Now is the time to plan your Cuba strategy.

Mongolia’s GDP has grown at rates as high as 17 percent in recent years, encouraging a growing number of international brands to gravitate toward this fast-growth market and make a beeline for one of Asia’s hidden gems.

brandz.com/article/spotlighton-cuba

brandz.com/article/spotlighton-mongolia

Unmasking the Individual Chinese Investor

The Power and Potential of the Chinese Dream

The Chinese Golden Weeks in Fast Growth Cities

The Chinese New Year in Next Growth cities

brandz.com/article/unmaskingthe-individual-chineseinvestor-report

brandz.com/article/chinesedream-report

brandz.com/article/chinesegolden-weeks-report

brandz.com/article/ chinese-new-year-report

6 RESOURCES


WPP COMPANY CONTRIBUTORS

BAV Group is a global consultancy with expertise in consumer insights and brand marketing strategy. Using BrandAsset® Valuator, a proprietary brand management tool and global database of consumer perceptions of brands, BAV informs strategic and creative solutions that drive business results. Over 25 years, BAV has captured data and consumer insights on more than 60,000 brands in 50 countries around the world, evaluating 75 brand image and equity dimensions that matter. BAV Group is a unit of VMLY&R. Visit bavgroup.com to learn more.

www.bavgroup.com

Barrows is a specialist Retail Marketing Company. It operates on 5 continents and works with both brands and retailers. We have been operating for over 25 years and truly understand what it takes to attract, engage and sell to shoppers. Our Holistic range of shopper marketing services effectively transforms our client’s jobs to be done into ideas that can be efficiently executed at a store level to suit the targeted channel and shopper. These ideas are driven by insights and are followed up and measured using integrated data tracking software to continuously improve the in-store experience.

Collective ID occupies what we believe is a unique space in the range of advertising agencies available in South Africa. Combining a proven track record of creative excellence and main market expertise in media ranging from digital to traditional media with 51 percent black ownership and BEEE Level 1 status.

www.collectiveid.co.za Brenda Khumalo Managing Director, South Africa [email protected]

www.geometry.com

GroupM is the leading global media investment management company for WPP’s media agencies including Mindshare, MediaCom, Wavemaker, Essence and m/SIX, and the outcomes-driven programmatic audience company, Xaxis. Responsible for more than US $108 Bn in annual media investment GroupM enables its agencies and clients with trading expertise, data, technology and an array of specialty services including addressable TV, content and sports. GroupM works closely with WPP’s data investment management group, Kantar, and together they account for almost 50 percent of WPP’s group revenues of more than US $19 Bn.

Michael Sussman Global CEO [email protected]

www.barrowsglobal.com

BCW is one of the world’s largest full-service global communications agencies. Founded by the merger of Burson-Marsteller and Cohn & Wolfe, BCW delivers digitally and data-driven creative content and integrated communications programs grounded in earned media and scaled across all channels for clients in the B2B, consumer, corporate, crisis management, CSR, healthcare, public affairs and technology sectors. BCW is a part of WPP (NYSE: WPP), the world’s leader in communications services.

Cerebra is an award winning strategic communication agency based in Johannesburg, South Africa. Founded in 2006, Cerebra represents a large number of acclaimed brands in the social media space and is a leader in community management, crisis management, social business strategy and creative communication campaigns. In 2013, Cerebra published the Social Business Africa report, a study of Africa’s top 200 brands, positioning Cerebra as a thought leader across the continent.

Grey Africa is a member of Grey Worldwide which ranks among the largest global communications companies and is represented in 39 markets across MEA. The Grey subSahara Africa network is headquartered in Johannesburg and is one of the most successful communication groups in Africa’s competitive advertising sector. At Grey we operate under the banner of “Famously Effective since 1917” providing creative and effective full-service marketing solutions across the African continent.

www.cerebra.co.za

www.grey.co.za

Mike Stopforth CEO [email protected]

Paul Jackson CEO, South Africa [email protected]

www.bcw-global.com Robyn de Villiers BCW Chairman and CEO, Africa [email protected]

156

Geometry is a global brand experience agency operating in 56 markets around the world. We help brands thrive in an omni-channel world by shaping and changing people’s behavior at pivotal moments along the Purchase Decision Journey. Geometry has expertise in physical retail, ecommerce, experiential, branding & design and consultancy.

Alistair Irving Managing Director [email protected]

Joss Myers Managing Director, South Africa [email protected]

www.groupm.com Federico de Nardis di Prata CEO, Sub-Saharan Africa [email protected]

157

6 RESOURCES



Hill+Knowlton Strategies, Inc. is an international communications consultancy, providing services to local, multinational and global clients. The firm is headquartered in New York, with 85 offices in 47 countries, as well as an extensive associate network. The agency is part of WPP, one of the world's largest communications services groups. With wholly owned offices across Africa, Hill+Knowlton Strategies South Africa has the people, knowledge and diverse expertise to create first-class content, connecting your brand to your audience.

J. Walter Thompson (JWT) has been at the forefront of advertising for over 153 years, constantly evolving and drawing upon our unique and innovative DNA to reimagine the future for our clients and our agency. JWT has always been first, changing the course of the future for ourselves and our clients. We aired the first TV commercial, launched the first global campaign, promoted the first female creative director, rocketed the first candy bar into space, created the first amphibious prosthetic limb, and taught a computer to “paint” a 3D “Rembrandt.”

www.hkstrategies.com

www.jwt.com

Roz Thomas CEO Southern Africa [email protected]

Jim Faulds CEO, South Africa [email protected]

www.ogilvy.co.za

MediaCom is “The Content + Connections Agency”, working on behalf of its clients to leverage their brands’ entire systems of communications across paid, owned and earned channels. One of the world’s largest media specialists, with billings of US$33 billion, MediaCom employs 7,000 people across 105 countries. Its global clients include adidas, Coca-Cola (TCCC), Dell, Mars, NBC Universal, P&G, PSA, Richemont, Shell and Sony. In 2018, MediaCom was named Cannes Lions Media Agency Network of the Year, becoming the first agency to hold six major network of the year titles at once (Adweek, Campaign, FOM Global, Gunn Media 100, M&M Global).

We were born in Asia in 1997, a start up with a desire to change the media world. Now we are a global agency with 116 offices in 86 countries and billings of $35bn (source: RECMA). We aim to be our clients’ lead business partner, to grow their business and drive profitability through adaptive and inventive marketing. We do this through speed, teamwork and provocation because in today’s world everything begins and ends in media. We create new things and have fun doing it. Mindshare is part of GroupM, the media investment management arm of WPP, the world’s leading communications services group.

Since 2001 we have been connecting graduates with top companies in South Africa. Our team of Villagers work tirelessly, producing awesomeness for students and companies. We’re the plug to sourcing bursaries, finding students their next dream job and bringing brands to campus. There's no better place to kick-start your career.

www.mediacom.com Ashish Williams CEO, EMEA [email protected]

158

Ogilvy has been producing iconic, culture-changing marketing campaigns since the day its founder, David Ogilvy, opened up shop in 1948. Today, Ogilvy is an award-winning integrated creative network that makes brands matter for Fortune Global 500 companies as well as local businesses across 132 offices in 83 countries. The company creates experiences, design and communications that shape every aspect of a brand’s needs through six core capabilities: Brand Strategy, Advertising, Customer Engagement and Commerce, PR and Influence, Digital Transformation, and Partnerships.

Alistair Mokoena CEO, South Africa [email protected]

www.studentvillage.co.za Marc Kornberger Managing Partner [email protected]

Founded in 1931, Smollan is a retail solutions company, delivering growth for retailers and brand owners across five continents. We cover every aspect of how brands are managed in retail environments through the creation and execution of leading solutions in field sales, retail execution, activation, information and technology. Internationally recognised for our exceptional human platform of over 60 000 people and our sophisticated systems, we drive sales and create brilliant shopper experiences for some of the world’s most loved brands.

www.smollan.com David Smollan CEO [email protected]

Superunion is a next-generation brand agency founded on a spirit of creative optimism. We use upstream creativity to build brands that unite people and organizations. We’re experts in brand strategy, design, employee engagement and brand management. A global agency with 23 offices in 18 countries, we work with clients across a broad spectrum of their critical audiences, including, consumer, customer, talent and society and understand how they are connected. This means that we provide a more complete view of the role of brand in driving strategic advantage for our clients, adding value where and when it matters most.

www.mindshareworld.com

www.superunion.com

Zia Namooya CEO, South Africa [email protected]

Matthew Weiss Managing Director, Africa [email protected]

159

6 RESOURCES



in South Africa We're a group of passionate problem solvers. Idea generators. Since 1994, we've been helping our clients create, refresh, re-position and build brands. We find answers. We dig deeper, think independently, until we find big ideas- inspiring, relevant ideas that work in different ground breaking formats. Ideas that aren't bound by channels, but tailored to them. Ideas that are brand driven, deliver results, create value and engage consumers.

The Store is a global retail practice of WPP. It specialises in providing expertise, support and added value to client initiatives in retail dynamics. The Store is a knowledge hub, built to help clients navigate through insights for consumers, retailing, marketing and sales activation, and technology. The Store is also a host of global workshops that bring together retailing and branding experts to share their vision and expertise for future growth.

www.hardyboys.co.za

wpp.com/wpp/about/whatwedo/store

Dale Tomlinson Founder and CEO [email protected]

David Roth CEO, EMEA & Asia [email protected]

Wavemaker is a billion dollar-revenue next generation agency that sits at the intersection of media, content and technology. We are obsessed with the customer's purchase journey and is what connects our mission directly to our client’s business challenges. We invented WM Momentum, the world's most comprehensive study into how people make purchase decisions and have conducted over 500,000 surveys in 40 markets and across more than 83 categories. We are a business that is powered by the creativity and curiosity of our 8,500 people in 90 countries, united by our PACED values.

www.wavemakerglobal.com Lwandile Qokweni CEO, South Africa [email protected]

We help build valuable brands WPP is the world leader in communications services. A global powerhouse of creative talent, we help clients understand and reach audiences, build brands, sell products and services, grow their businesses and prepare for the future. Through its operating companies, WPP provides a comprehensive range of services including digital, ecommerce and shopper marketing; advertising and media investment management; data investment management; public relations & public affairs; brand consulting; health and wellness communications; and specialist communications. The company employs over 130,000 people (including associates and investments) in 112 countries. WPP has billings of over US$71.7 billion, revenues of over $19.7 billion, and a market capitalisation of over US$18.5 billion. In South Africa, the company has revenues of US$490 million and employs around 25,000 people (including fieldforce). WPP was named Most Creative Group at the Cannes Lions International Festival of Creativity 2011-2017, and Most Effective Holding Company in the Effie Global Effectiveness Index 2012-2018.

TMARC is a Digital Consumer Engagement Company, our expertise enables us to connect consumers, shoppers, brands and retailers at scale through the implementation of omni-channel digital marketing strategies. Innovation sits at our core which is made possible through a deep understanding and application of data, content, media, eCommerce and technology. It is this focus on innovation that assists us in driving more efficient ROI’s, minimising media wastage, and building valuable audience assets for the clients that we partner with.

VML South Africa is a leading full service (atl, btl, shopper, media, digital and customer experience transformation) agency with over 300 employees based in Johannesburg and Cape town. We create connected brands from the point of inspiration through to engagement all the way through to ongoing commitment. We do this by re-imagining the entire connected consumer experience and inspiring connections at every touchpoint. VML South Africa is a proud level 1 bbbee agency.

www.tmarcweb.co.za

www.vml.com

Nick Terry CEO TMARC, Chairman WPP South Africa Leadership Council [email protected]

Jarred Cinman CEO, South Africa [email protected]

Wunderman South Africa delivers exceptional creative solutions for our clients by employing a customer journey centric approach, that is informed by data and insights. We overlay business objectives and appropriate touch points onto the customer journey, no matter how big or small the brief. This approach ensures that all our work is impactful, measurable and valuable for our clients’ business.

www.wunderman.co.za Haydn Townsend CEO, South Africa [email protected]

Nick Terry CEO TMARC & Chairman, WPP South Africa Leadership Council [email protected]

Niken Wresniwiro Head of Communications, WPP EMEA [email protected] For further information about WPP companies worldwide, please visit: www.wpp.com or contact:

David Roth CEO The Store, WPP EMEA and Asia [email protected]

160

161

6 RESOURCES



in South Africa Kantar is the world’s leading marketing data, insight and consultancy company. We know more about how people live, feel, shop, vote, watch and post worldwide than any other company. Working across the entire sales and marketing lifecycle, we help brands uncover growth in an extraordinary world. Kantar is part of WPP and its services are employed by over half of the Fortune 500 companies in 100 countries. In South Africa, more than 650 experts offer excellent service to clients through specialized brands, GroupM, and Mirum, as well as Insights and consultancies Kantar Consulting, Kantar Millward Brown and Kantar TNS. With offices in Cape Town, Johannesburg, and Durban, we also have an extensive operations network, meaning we can handle all your market research needs from project management to data processing. To learn more about how to obtain valuable insights applicable to all business areas contact:

Charles Foster CEO, Africa and Middle East Kantar, Insights Division [email protected]

Ilse Dinner Marketing Communications – Kantar Insights Division, Africa & Middle East Kantar [email protected]

Karin Du Chenne Kantar, Insights Division [email protected] You can also keep updated on the latest news and studies from the Kantar network in South Africa through the Kantar portal: kantar.com or twitter.com/kantar

162

Kantar is the data investment management arm of WPP and one of the world's largest insight, information and consultancy groups. By uniting the diverse talents of its 12 specialist companies, the group is the pre-eminent provider of compelling data and inspirational insights for the global business community. Its 30,000 employees work across 100 countries and across the whole spectrum of research and consultancy disciplines, enabling the group to offer clients business insights at every point of the consumer cycle. The group’s services are employed by over half of the Fortune Top 500 companies.

www.kantar.com

Kantar Media is a global leader in media intelligence, providing clients with the data they need to make informed decisions on all aspects of media measurement, monitoring and selection. Part of Kantar, the data investment management arm of WPP, Kantar Media provides the most comprehensive and accurate intelligence on media consumption, performance and value.

Kantar Public is a global consultancy and research business, providing public policy services to government, the public sector, and corporations. Kantar Public operates across the world, with permanent, fully staffed offices in every continent. Kantar Public is an operating brand within Kantar and the WPP group of companies.

www.kantarmedia.com

www.kantar.com/public

Louise Ainsworth CEO, EMEA [email protected]

Amien Ahmed Director, Kantar Public South Africa [email protected]

Kantar TNS advises clients on specific growth strategies around new market entry, innovation, brand, communication and customer strategies, based on long-established expertise and market-leading solutions. With a presence in over 80 countries, Kantar TNS has more conversations with the world’s consumers than anyone else and understands individual human behaviours and attitudes across every cultural, economic and political region of the world.

Lightspeed is a leading digital data collection specialist, on a mission to help clients discover truth through data. Our 700 employees in 14 countries are passionate about boldly challenging the status quo to find faster, more creative ways of connecting brands and consumers. From modernizing surveys via our Programmatic Gravity Network and LifePoints mobile app, to amplifying the voice of the millennial through VICE Voices, or leveraging our first party panel relationships and patented Honesty Detector Service to find the quality in the quantity of data out there, we deliver the ‘buy and why’ insights that power today’s marketing decisions.

Charles Foster CEO, Africa and Middle East [email protected]

Kantar Millward Brown specialize in advertising, marketing communications, media, digital and brand equity research, and work with 90 percent of the world’s leading brands. The key area of company’s focus is brand strategy, creative development, channel optimization and brand performance. With offices in 56 countries, Kantar Millward Brown understands the importance of both a global and local focus – and understand consumers. We know brands that are meaningfully different capture more volume share, command premiums and grow their value.

www.millwardbrown.com Natalie Otte CEO, South Africa [email protected]

www.tnsglobal.com Ivan Moroke CEO, South Africa [email protected]

www.lightspeedresearch.com Angie French CEO, EMEA [email protected]

163

6 RESOURCES


WPP COMPANY BRAND BUILDING EXPERTS

Experience the new BrandZ™ App and Website Get the free app! Ian Gourley

Elouise Kelly

Brenda Khumalo

Marc Kornberger

Adhil Patel

Barrows

Ogilvy

Collective ID

Student Village

Kantar

Thobeka Sibaya

Rudi Nienaber

Antony Stearns

Mike Stopforth

Nick Terry

Collective ID

Smollan

Geometry

Cerebra

TMARC

Roz Thomas

Dale Tomlinson

Haydn Townsend

Robyn De Villiers

Stuart Walsh

Hill+Knowlton Strategies

The Hardy Boys

Wunderman

Burson Cohn&Wolfe

Grey

Mathew Weiss

Ashish Williams

Superunion

MediaCom

If you are interested in brands, you need this app to get valuation data and a lot more at your fingertips. It enables you to: >>

Access the latest brand news in real time

>>

View individual brand profiles and videos

>>

Obtain unique content and insights

>>

Share articles and data across social media

>>

Save your favourite articles

You can access on and offline on any Android or Apple device—just search for BrandZ100.

...or visit us online! >>

View the latest BrandZ™ valuation rankings from across the world

>>

Read the latest thought leadership, research and insights on brands

>>

Create your own ranking tables, and sort by value or brand

>>

Create interactive graphs for brands you want to compare

>>

Access the new media and AV gallery

>>

Create and print your own reports

>>

Test your brand knowledge with our BrandZ™ Quiz

Visit us at www.brandz.com 164

165

6 RESOURCES


BRANDZ™ SOUTH AFRICAN TOP 30 TEAM

Nikhil Banga

Deon Boardman

Elspeth Cheung

Zach Louw

Ellis Malovany

Natalie Otte

Nikhil Banga is a BrandZ™ Valuation Manager for Kantar Millward Brown. He manages the brand valuation projects for various countries for BrandZ™.

Deon is Associate Account Director at Kantar Millward Brown. He started his path in market research back in 2007 with a core focus on CSI tracking research. He later specialised in ad hoc research with extensive experience in branding, equity and advertising.

Elspeth Cheung is the Global BrandZ™ Valuation Director for Kantar Millward Brown. She is responsible for valuation, analysis, client management and external communication for the BrandZ™ rankings and other ad hoc brand valuation projects.

Zach is an experienced photographer and marketer by trade from Cape Town, South Africa. His photographs have been exhibited in Berlin, Tokyo, Johannesburg and Los Angeles. In 2016, Zach embarked on a joint photographic venture called Everyday Education, celebrating leaders and learners along the SubSaharan eastern corridor of Africa. www.zachlouw.com

Ellis is an independent author. Having founded and successfully exited companies in a number of industries, he now consults to CPMG, BioTech and early-stage companies with a focus on global markets and strategy development.

Natalie Otte is the CEO of Kantar Millward Brown South Africa, and a key supporter of BrandZ™. She is involved in the overall process of launching BrandZ™ in South Africa.

Ilse Dinner

Karin Du Chenne

Monique Claassen

Adhil Patel

Stina van Rooyen

Raam Tarat

Ilse Dinner heads up Marketing Communications for Kantar, Insights Division across Africa & the Middle East. She is responsible for marketing, communications and PR for the BrandZ™ report in South Africa.

Karin Du Chenne is the CEO of Kantar’s Insights Division in South Africa, including Kantar Millward Brown and Kantar TNS.

Monique heads up the Media and Digital practice for Kantar Millward Brown South Africa, working with many of the county’s most prominent brands to optimise their media and digital return on investments.

Adhil Patel is a Global Director, Brand at the Insights Division of Kantar. He’s spent the last 20 years supporting the brand practice globally, contributing to offer development, thought leadership and expertise building.

Stina van Rooyen is Business Development Director at Kantar Millward Brown, and the country lead for BrandZ™. She is involved on the consumer research component of the BrandZ™ ranking.

Raam Tarat is the Global Project Manager for BrandZ™ at Kantar Millward Brown. He led the production of the BrandZ™ Top 30 Most Valuable South African Brands 2018 report, as well as marketing communications for other BrandZ™ projects.

Lucy Edgar

Charles Foster

Martin Guerrieria

Igor Tolkachev

David Roth

Doreen Wang

Lucy Edgar is the Global Marketing Manager at Kantar Millward Brown where she is responsible for the PR, marketing and communications on the BrandZ™ projects.

Charles Foster is CEO Insights division of Kantar for Africa & Middle East & chief BrandZ™ South Africa evangelist.

Martin Guerrieria is Global BrandZ™ Research Director at Kantar Millward Brown and heads the consumer research component of BrandZ™. He is involved in delivering the full suite of BrandZ™ research tools.

Igor Tolkachev is a part of The Store WPP’s EMEA and Asia team and coordinates BrandZ™ worldwide projects and partnerships.

David Roth is the CEO of the Store WPP for Europe, the Middle East, Africa and Asia, and leads the BrandZ™ worldwide project. Prior to joining WPP David was main Board Director of the international retailer, B&Q.

Doreen Wang is the Global Head of BrandZ™ at Kantar Millward Brown, and a seasoned executive with over 17 years experience in providing outstanding market research and strategic consulting for senior executives in Fortune 500 companies in both the US and China.

With special thanks and appreciation to:

166

Richard Ballard, Sheila Campbell, Sarah Cousins, Monique Claassen, Tuhin Dasgupta, Kimberley Jane Fitzsimmons, Bethan Davies, Anthony Marris, Nikhil Mall, Deyshim Murad, Lydia Koetzee, Vinay Sharma, Judit Stöckl and Eliza Thkapa.

167

6 RESOURCES


The BrandZ™ Brand Valuation Contacts

The brand valuations in the BrandZ™ Top 30 Most Valuable South African Brands 2018 are produced by Kantar Millward Brown using market data from Kantar Worldpanel, and Bloomberg. The consumer viewpoint is derived from the BrandZ™ database. Established in 1998 and constantly updated, this database of brand analytics and equity is the world’s largest, containing over 3.5 million consumer interviews about more than 120,000 different brands in over 50 markets. For further information about BrandZ™ contact any WPP Group company or:

Doreen Wang Global Head of BrandZ™ Kantar Millward Brown +1 212 548 7231 [email protected]

Elspeth Cheung Global BrandZ™ Valuation Director Kantar Millward Brown +44 (0) 207 126 5174 [email protected]

Martin Guerrieria Global BrandZ™ Research Director Kantar Millward Brown +44 (0) 207 126 5073 [email protected]

Bloomberg The Bloomberg Professional service is the source of realtime and historical financial news and information for central banks, investment institutions, commercial banks, government offices and agencies, law firms, corporations and news organizations in over 150 countries. (For more information, please visit www.bloomberg.com).

168

169

Design: Kimberley Jane Fitzsimmons Photography: Zach Louw

www.brandz.com

BEST COUNTRIES