Brands

What’s new and next in branding?

Peter Fisk has over 30 years of brand development experience, from his first job as a brand manager in the airline industry, through many roles in developing brand strategies for the likes of Asahi and Coca Cola, P&G and Unilever, Barclays and Santander. In 2002 he became the CEO of the Chartered Institute of Marketing, with over 60,000 global members, member of the World Marketing Council, a fellow of the Marketing Society, and judge of the annual Marketing Excellence Awards. He has also been Group Managing Director of Brand Finance, the world authority on brand valuation and effectiveness. His bestselling book “Marketing Genius” has been translated into 35 languages, and explores “the left and right brain of marketing thinking, how to be the Einstein and Picasso of brands, combining intelligence and imagination”. His most recent books “Gamechangers” and “Business Recoded” build on these themes for brands and business.

The old idea of brands was that they were marks of ownership. Brand names and identities reflected where they came from, as indicated by the Germanic origins of the word in brandt, as farmers burnt their distinctive markings onto their livestock. Most brands initially reflected family names, and the activities of owners.

Over time, consumers became less engaged by origins of ownership, and responded much better to brands that reflected their own lives and aspirations. Names became more abstract, as the concept became more important than the name, and the logo acted as a shorthand for distinctive attitudes and values. Concepts reflecting people, not products, could rise above functionality, and enable brands to move beyond categories. However, given that brands are more about consumers, brands might not actually be what you say it is, or about, it could be what the customer says it is.

Experts variously brand as a promise, others as a gut feeling, a personality, or a reputation.

According to the ISO 10668:2010 standard, which provides guidelines for brand valuation, a brand is defined as “a marketing-related intangible asset including, but not limited to, names, terms, signs, symbols, logos, and designs, or a combination of these, intended to identify goods, services or entities, creating distinctive images and associations in the minds of stakeholders, thereby generating economic benefits.”

For me brands are a reflection of customers, uniquely shared value, and potentially your most valuable business asset.

Brands capture an irresistible idea, compelling and intuitive, engaging and inspiring people in ways that companies and products cannot. They build platforms and connections through which customers and business can achieve more. A great brand captivates people emotionally and irrationally, about them and what they want to achieve, and ultimately to make life better. They tap into culture, tribalism, aspiration and storytelling. Brands are also your bridge to new products, categories and markets, to sustaining and growing your business in a world of relentless change.

Building better brands in today’s world

Digital platforms and social media radically changed the ways in which brands engaged with consumers, or consumers with brands, ultimately connecting consumers with each other. Whilst greater access to information drove scrutiny and demand for authenticity, consumers responded by trusting brands less. They switched off from listening to overtly commercial advertising and turned instead to trusting and engaging with friends and others like themselves.

A brand’s story, and its reputation, became much less driven by what the business said about itself, much more by what people said to each other. In today’s world brand owners seek to nurture and curate what real people say to each other, tweets and posts, word of mouth, click to click, embracing it as an ongoing narrative which they cannot control, but which they still seek to influence and enable. Coca-Cola calls this “liquid and linked” story curation.

Brands today are about communities of consumers who share a common aspiration. The brand doesn’t own the community, but it can be an effective and respected enabler of connecting people, not to buy products per se, but to share passions. Products and services then follow, as the brand becomes trusted and aligned to the activity which it enables. A brand purpose is the shared motivation of the community, and its enabler.

Brands are therefore defined more by what they enable people to do, rather than what they do themselves. Brands are more structures of collaboration to deliver this enablement and ongoing relationship, rather than the wrappers of products and transactions.

Brands that do more

New brand-building strategies are not about louder messages—they’re about deeper meaning, mutual value, and authentic relationships. The most powerful modern brands plug into culture and purpose, empower people and communities, are co-created and emotionally intelligent, evolve like living organisms, and build long-term ecosystems and trust

In the era of infinite choice and fleeting attention, the brands that win are those that matter—because they stand for something real, and invite people to be part of it. Here are 10 ways in which they do more

Brands as Cultural Connectors

In today’s fragmented, globalized world, brands that resonate culturally are the ones that endure. Cultural connection goes beyond superficial trends—it means aligning with deeper societal values, subcultures, and moments of collective meaning. Nike connects with issues of racial justice and athlete activism. Rihanna’s Fenty brand taps into identity, representation, and body positivity. These brands act as mirrors to culture—and sometimes even shape it. They understand the power of symbolism, language, and representation to create relevance. Brands are becoming cultural vehicles—platforms through which people express their beliefs and participate in social movements.

Brands as Enablers of Human Potential

More than ever, consumers expect brands to empower them—not just sell to them. This means helping people learn, grow, express themselves, or make an impact. Apple frames itself not just as a tech company but a tool for creativity. Nike encourages people to “just do it” and pursue personal greatness. Notion and Figma empower users to design and build with autonomy. This shift reflects a more human-centric view of branding. People don’t want brands to dominate—they want them to serve. Brands as enablers of self-actualization—tools that help people unlock their best selves.

Tribal Branding, Becoming a Symbol of Belonging

Some of today’s most successful brands function like tribes—they foster identity, belonging, and shared rituals. These are brands people don’t just buy, but join. Harley-Davidson, Supreme, Liquid Death, and Peloton have become cultural tribes. Communities around brands like Patagonia or Glossier are self-reinforcing, with strong peer-to-peer advocacy. Tribal brands provide people with a sense of belonging in a world where traditional communities are breaking down. They often thrive on exclusivity, symbolism, and strong emotional ties. Brands as identity platforms—ways for people to say, “This is who I am.”

Participatory Brands,  Co-Created with the Community

The top-down era of brand control is fading. The most innovative brands today are participatory and co-created. Customers aren’t just consumers—they’re contributors, collaborators, even co-owners. LEGO Ideas lets fans submit and vote on new set designs. Red Bull supports creator-athletes who shape the brand narrative. DAO-based brands (e.g. in Web3) enable decentralized ownership and governance. These brands create space for people to shape their evolution, fostering deep loyalty. Brands are becoming community-driven ecosystems—living, evolving entities shaped by their users.

Brands with Regenerative Purpose

Sustainability is no longer a differentiator—it’s a baseline expectation. But the most forward-looking brands go beyond “do less harm” toward regeneration—actively restoring the environment, society, and economy. Patagonia reinvests profits in environmental causes. Interface aims to become a “climate positive” carpet company. Allbirds, On Running, and others are innovating around circular materials. Regenerative brands integrate purpose not as a side project, but as a core innovation driver. This deep commitment strengthens credibility and long-term loyalty. Brands as becoming healing forces—agents of restoration, not just responsibility.

Emotionally Intelligent Branding

As technology grows more automated, emotionally resonant brands are standing out. Emotionally intelligent brands understand human needs, moods, and psychology—and communicate with nuance, empathy, and warmth. Duolingo’s playful tone makes learning fun. Oatly’s irreverence creates emotional dissonance and memorability. Spotify Wrapped taps into personal nostalgia and celebration. These brands master tone, timing, and context in ways that feel human, not corporate. Brands are becoming emotionally intelligent companions—understanding and engaging people like a trusted friend.

Modular and Fluid Brand Identities

Static logos and rigid visual systems are being replaced by fluid, adaptive brand identities. These identities shift across platforms, products, and contexts—while remaining instantly recognizable. Spotify, Google, and Netflix all use dynamic branding systems. Modular design allows brands to localize, personalize, and evolve without losing coherence. In a world of real-time interaction and user-generated content, flexible brand systems allow for creative freedom without fragmentation. Brands are becoming living systems—designed for movement, iteration, and responsiveness.

Brands with Narrative Depth

Storytelling has long been central to branding, but today’s leading brands are building narrative worlds—deep mythologies and multi-layered stories that people can explore and extend. Disney has built an entire multiverse of characters and experiences. Nike builds narratives around athletes and challenges, creating arcs of personal triumph. Liquid Death turns water into a rock-and-roll mythology. Great brand storytelling today is immersive, serialized, and layered. It invites participation, spurs emotion, and earns attention in an overstimulated world. Brands are becoming narrative universes—places to lose and find yourself.

Brands as Interfaces to Ecosystems

Many of today’s top companies are platforms or ecosystems—not just products. Their brands are interfaces to larger value networks. Amazon is the gateway to retail, logistics, cloud, and media ecosystems. Apple is the interface to a universe of apps, services, devices, and creators. Airbnb connects hosts, travelers, experiences, and local economies. This model means branding must unify disparate experiences into a coherent whole. The brand becomes the trust layer between complexity and usability. Brands are becoming ecosystem gateways—seamless entry points into a network of value.

AI-Enhanced Personal Brands

Finally, AI is enabling ultra-personalized brand experiences—from marketing to customer service to product design. Spotify, Netflix, and TikTok tailor content with algorithmic precision. AI-driven chatbots and assistants are becoming the voice of the brand. Brands like Replika and Character.AI are exploring virtual brand personalities as companions or co-creators. The future of branding may be one-to-one rather than one-to-many, where each person experiences the brand in a uniquely tailored way. Brands are becoming intelligent companions—responsive, adaptive, and personalised in real time.

Innovative brands and their strategies

Apple

  • Brand Strategy: Focused on simplicity, design excellence, and a seamless user experience.

  • Purpose: Empowering creativity and individuals through technology.

  • Communication: Iconic minimalist campaigns (e.g., “Think Different”), product launches as cultural events.

  • Engagement: Emotional connection through intuitive products.

  • Community: Cult-like loyalty; developer and creative ecosystems.

  • Evolution: From computers to an ecosystem of devices, services, and experiences.

Hermès

  • Brand Strategy: Artisanal luxury with timeless elegance and scarcity.

  • Purpose: Create beautiful, durable objects crafted to last for generations.

  • Communication: Quiet luxury; no discounts, no celebrity endorsements. Rely on product excellence, craftsmanship, and mystique.

  • Engagement: Exclusive in-store experiences, deep client relationships, and storytelling through art and heritage.

  • Community: Deep following of collectors, connoisseurs, and elite clients; digital expansion includes immersive storytelling.

  • Evolution: Modernized carefully—digital channels, NFTs, and sustainability—without compromising tradition. Continues to grow globally while remaining family-controlled.

Patagonia

  • Brand Strategy: Activist brand committed to the environment.

  • Purpose: “We’re in business to save our home planet.”

  • Communication: Honest, values-driven campaigns (e.g., “Don’t Buy This Jacket”).

  • Engagement: Educates customers on environmental impact.

  • Community: Activist and outdoor enthusiast base.

  • Evolution: Became a model for regenerative capitalism; transferred ownership to fight climate change.

Nike

  • Brand Strategy: Inspirational and inclusive athleticism.

  • Purpose: Bring inspiration and innovation to every athlete.

  • Communication: Powerful storytelling (e.g., Colin Kaepernick campaign).

  • Engagement: Strong digital platforms and fitness apps.

  • Community: Inclusive campaigns building cultural resonance.

  • Evolution: From product to platform (Nike Training Club, digital wearables).

IKEA

  • Brand Strategy: Democratic design for everyday life.

  • Purpose: Create a better everyday life for the many people.

  • Communication: Human-centered stories, local adaptation.

  • Engagement: Immersive in-store experiences and digital tools.

  • Community: Sustainability and circular economy focus.

  • Evolution: Investing in urban formats, e-commerce, and sustainability.

BYD 

  • Brand Strategy: Positioned as a leader in green tech and electric mobility.

  • Purpose: “Cool the Earth by 1°C” — committed to sustainable innovation..

  • Communication: Understated globally but strong B2B and government alliances; gaining consumer traction through performance and innovation.

  • Engagement: Vertical integration ensures control over quality and supply chain; building trust through consistent performance.

  • Community: Growing global base of eco-conscious drivers, governments, and transit authorities.

  • Evolution: From battery maker to world’s top EV manufacturer and clean energy conglomerate—expanding into Europe, Latin America, and AI-powered transport systems.

Netflix

  • Brand Strategy: Personalized, boundary-pushing entertainment.

  • Purpose: Entertain the world.

  • Communication: Data-driven, meme-aware, social-savvy.

  • Engagement: Recommendation engine and content personalization.

  • Community: Fandoms through shareable, viral content.

  • Evolution: From DVD rental to global streaming powerhouse and content creator.

Google

  • Brand Strategy: Organizing the world’s information.

  • Purpose: Make information universally accessible and useful.

  • Communication: Product-led growth, trust-based branding.

  • Engagement: Everyday integration (Search, Maps, Docs, AI).

  • Community: Developer platforms and open innovation (Android, TensorFlow).

  • Evolution: Rebranded under Alphabet; now innovating in AI, quantum, health.

 

The new CX/OS of brands

Peter Fisk’s new model for CX/OS of brands and business takes this further – both describing the new ways in which brands can influence, engage and enable customer (the CX), but also the changing role and structure of organisations in supporting this (the OS).

The Brand CX is oriented around the customer (consumer, customer, client) and how it enables them to achieve more. In three ways:

  • Brands as Conscience – being there for them, on demand and responsive to their needs and wants, personal and intelligent, harnessing data and connectivity to know them better, anticipative and responsive, their best friend.
  • Brands as Curator – bring together what they need, creating different forms of market platforms that aggregate the most relevant partners, products and services, to better solve problems, in a bigger context, in more convenient ways.
  • Brands as Community – enabling people to connect together, harnessing the power of social networks but beyond that the shared values, interests and objectives of groups of similar people. As a result the community creates, does, and achieves more together.

Examples of these roles are particularly seen in brands like Jio (super app of India, built by Reliance) and Nio (the Chinese lifestyle brand that rises above products) demonstrating the conscience, DBS (Singapore’s innovative bank that seeks people to “bank less, live more”) and Coca Cola (liquid and linked, a distributed rather than centralised approach to brand building), Glossier (C2C beauty brand) and Roblex (gaming platform and pioneering the development of web3-based brand experience for the likes of Gucci and Nike).

Manifesto brands do more

Manifesto brands are about people. They are defined by what they enable people to achieve, rather than the means to achieve that. They are about

  • People: they achieve trust because they are built on human instincts, an emotional contract through which promises become reality.
  • Passion: they share the interests and obsessions of their audience, they want more and give more, with energy and inspiration.
  • Purpose: they share a guiding light, a common cause, to make the personal lives, societies, and the world, better in some way.

Like all brands, manifesto brands are short-hand codes for bigger ideas that people believe in. They are built on a distinctive set of values, beliefs that they share, ideas to promote, causes which they want to support. In a sense, they are the consumer’s interpretation of the company’s purpose.

They are manifestos. Declarations for change, a belief in better.

Some brands even define their manifesto in detail. Not as an advertising narrative, but as a shared statement of intent. Brands, and the products and services which they bring together, then act as a platform from which business and consumers can promote good, and also do good.

Apple famously defined itself, not with a logo, but with a belief: “Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently … And whilst some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do.”

Yes, it appeared as a memorable ad, in one form narrated by Steve Jobs himself. But it stirred an emotion in me. I wanted to be part of that. I wanted to be that.

Nike embedded its manifesto inside every pair of shoes, saying everyone is an athlete, striving to achieve their best, to find their own greatness. North Face is about “exploring”, the world and ourselves, to understand both better, and to be more fulfilled. Fiat wants people to enjoy everyday life, to “celebrate the smallest of things with infectious excitement”.

A manifesto brand typically is built around three components:

  • Brand manifesto and storytelling: makes the purpose relevant to the consumer, built on insight and aspiration, communicated to or between people.
  • Brand activations and experiences: delivers the manifesto through products and services, and broader initiatives, eg Coca Cola’s rural Ekocenters.
  • Brand ambassadors and community: spreads the manifesto between people who share the cause, as it becomes a movement, eg Patagonia’s climate protests.

Coca Cola is about happiness, not just refreshment. Nike is about your best performance, not just shoes and clothing. BMW is about the joy of driving, not just the driving machine. Swarovksi brings a little sparkle to every day.

Map of Modern Brand Building

Brand Lab ... Reimagining your brand system

Peter Fisk helps you to build, redefine or grow your brand in a more inspiring and innovative way. Finding a better purpose, a clearly defined audience, new opportunities to extend and grow in existing and adjacent markets, new business models including licensing and franchising, based on deep insight into the ever-changing needs of your target customers, and to what drives most value creation.

Examples of recent branding projects include:

  • Adidas: Taking a purpose “sport has the power to change lives” and considering what it means for categories, such as running – better shoes, empower athletes – and for markets, mobilising communities.
  • Aeroflot: Brand strategy and valuation for Russia’s national flag carrier, exploring future scenarios for the brand and how it is positioned and communicated in the global travel market.
  • BAT – rethinking brands in a world of rapidly changing motivations, to engage in responsible marketing that explores new alternatives for a healthier world.
  • Bayer – developing patient-centric brands and marketing, aligning the corporate brand promise with product or therapeutic area branding and marketing
  • Cartier – reimagining the global brand for the future, less about heritage more about possibilities, less about the product more about the consumer, to drive innovation and growth.
  • Coca Cola – creating a global DNA for marketing excellence. then supporting local teams in deploying a global framework in more locally relevant and intelligent ways.
  • Coty – rethinking marketing in the beauty industry, given the disruption of digital start-ups, to develop new market and brand strategies, new business models and go to market strategies.
  • Davidoff: New brand strategy, and product concepts for classic brand. Building a new narrative around the future customer, replacing tired imagery with new insights and ideas
  • ISKO: How to become the world’s top ingredient brand in denim, turning a b2b supplier, into a consumer-centric fashion label, that adds value to the most prestigious jeans brands.
  • GSK – developing a more patient-centric approach to the market, building brands around benefits not drugs, embracing new technologies and channels, to engage all stakeholders.
  • Microsoft – helping the B2B sales and marketing teams to engage business leaders, rather than just technologists, in solving bigger problems, rather than just selling products.
  • Oriflame – developing markets and propositions for global growth, built around a redefined Swedish brand, and “customer get customer” business model.
  • Philosophy: New brand strategy for global growth of cosmetics brand, from “Hope in a Jar” to new markets of Singapore and South Korea, through believing in more.
  • Samsung: Considering the role of the corporate brand in elevating a portfolio beyond its categories, and beyond competitors to have meaning in people’s lives and impact on society.
  • Tata Steel: Rebranding and communication of leading steel company, developing an added value blueprint to go beyond the low-priced commodity business into customer solutions.
  • Red Bull – thinking beyond the can, to engage audiences more deeply through inspiring content and extreme experiences that build the brand as an attitudinal community.
  • Visa – brand sponsorship strategy for the Olympic Games, seizing on a unique moment to showcase the brand and its future potential in incredible ways.
  • Vodafone – rethinking marketing practices in a world of mobile and social consumers, tapping into the power of influencers and facilitating the development of brand communities.

Brand keynotes and workshops

Peter Fisk leads a range of development programs, fusing his in-depth expertise on the best and next practices in strategy, innovation and marketing with the challenges of leadership, change and performance.

He does this in a wide range of intensive workshops and longer in-depth programs – delivered independently, directly with your business, and also in partnership with various business schools around the world.

His workshops fuse the best of academic insight and practical toolkits, and so are both educationally inspiring and focused on practical action. Workshops can be delivered online, in your own business, or in an interesting location.

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