The idea of brand purpose is not new. For years Prophet has helped clients fuel business growth by defining their purpose – an evergreen and inspirational North Star that articulates the core business strategy and guides internal and external audiences by answering two key questions: What do we believe? And why do we exist? While brand purpose has long been a critical first step in building and maintaining brand relevance, today, it has become a highly discussed and often misunderstood catchphrase.

A recent “Wall Street Journal” article investigated “the brands-with-purpose strategy,” questioning Unilever’s decision to assign each of its 400 brands a socially or environmentally focused purpose. As purpose continues to rise to the top of brand builders’ “to do” lists, these conversations illustrate a growing misconception: Purpose is being conflated with social or environmental impact. While it’s true that purpose and Environmental, Social, and Governance (ESG) strategies are both critical to building a relevant brand, not all brands’ core reasons for existing can or should be centered around social or environmental impact. 

Brand Purpose and Its History

Over the last century, in the first iteration of purpose, brands often focused on signaling strength and building employees’ and shareholders’ confidence. Under legendary CEO Jack Welch in the 1980s, General Electric existed “to be the world’s most valuable company.” Brands formed consumer relationships through one-way mass media communication, and consumers had more transactional expectations of brands, so many brands anchored their purpose (or mission, as they were often called) around a strong product portfolio, optimized operations and a healthy balance sheet that resonated primarily with shareholders. This is no longer a viable option.

In today’s world of unprecedented access to data and elevated customer expectations, brands have an ability – and indeed a responsibility – to speak directly to the needs and motivations of consumers. McDonald’s falls squarely in this realm. The fast-food giant exists “to make delicious feel-good moments easy for everyone.” With a focus on the customer, the brand is built around taste, happiness, ease and accessibility. Many brands today successfully anchor their purpose around the key impact they make in customers’ lives, even as they implement strong and cohesive ESG strategies.

Over the past two years, the pandemic, social justice movements, political polarization and climate crisis have accelerated the transition to the next stage of brand purpose. In this environment, consumers are more socially- and environmentally-minded than ever before and, thus, a socially- or environmentally-oriented purpose can be a viable strategy.

For those brands attempting to build relevance by elevating social or environmental impact into their purpose, two key considerations can help ensure authenticity and avoid accusations of virtue signaling or greenwashing – creating an authentic connection between the business model and social or environmental impact and taking meaningful action to back up the brand’s purpose.

Create an Authentic Connection Between the Business Model and Social or Environmental Impact

The closer the inherent connection between the business model and the social or environmental impact at hand, the more authentic the purpose becomes. Patagonia’s dedication to climate protection, for example, is a natural fit with its outdoorsy audience. Tesla’s quest “to accelerate the world’s transition to sustainable energy” aligns with the gas-free cars it produces. Oat milk brand Oatly exists “to make it easy for people to turn what they eat and drink into personal moments of healthy joy without recklessly taxing the planet’s resources in the process.” As an oat-based milk provider, Oatly can credibly deliver against this purpose simply by continuing to produce oat milk over dairy or almond milk.

Take Meaningful Action to Back up a Brand’s Purpose

Brands must also consistently take real, substantial action to bring their purpose to life. Oatly backs up its purpose with actions like opting to include its environmental impact statistics on the back of its packaging and leading a campaign to encourage lawmakers to require all food producers do the same. Some of Unilever’s brands including Ben & Jerry’s and Dove have been able to authentically build social impact into their purpose through true dedication, as evidenced by in-market moves over many years. Including their recent move to go as far as to sue their parent company “to protect the brand and social integrity Ben & Jerry’s has spent decades building.”

The idea that brand purpose must always be focused on social or environmental impact is a misconception. It is neither authentic nor prudent for every brand to integrate social or environmental impact into its purpose, and many brands with strong ESG strategies do not articulate social or environmental impact as part of why they exist.

Warby Parker, for example, investigated what mattered most to its customers and decided to focus its purpose on style, fit, value and the buying experience – needs that its customers valued more than the brand’s ESG commitment to donate a pair of glasses for every pair purchased. The beloved direct-to-consumer glasses and contacts brand exists today because they “believe that buying glasses should be easy and fun. It should leave you happy and good-looking, with money in your pocket.” While its “buy a pair, give a pair” ESG strategy continues to be a critical driver of employee recruitment and retention, its purpose centers on the key impact it makes in consumers’ lives.

Purpose is the North Star – It’s Not the Whole Universe.

Purpose does not – and should not – provide all the critical elements of a strong brand strategy. A purpose must be brought to life through everything the brand does – internally, by whom it hires, how it supports its employees and how it recognizes the values it stands for, and externally, by the promise it makes to deliver value for customers, the way it portrays itself through its promotional marketing, and, yes, its ESG strategy.

Hellmann’s mayonnaise appears to be following in the footsteps of Ben & Jerry’s and Dove, after integrating an explicit emphasis on social impact into its purpose a few years ago. The condiment brand appears to have an authentic dedication to fighting food waste and is determined to build its brand about this social impact. Additionally, Hellmann’s focused on this food waste initiative explicitly and exclusively in this year’s Super Bowl commercial.

If it continues to consistently live up to this purpose through its actions as well as its advertising, it can create a relevant brand that could differentiate it from the competition – as long as it also continues to relentlessly reinforce its core promise to deliver the best tasting mayonnaise on the shelf. Though the Super Bowl commercial focused entirely on fighting food waste, its tagline “Make taste, not waste” indicates that Hellmann’s is on the right track to creating a relevant brand purpose by balancing consumer benefit and social impact.

Each year Prophet asks more than 13,500 U.S. consumers about the brands that matter most in their lives. We codify our findings in the Prophet Brand Relevance Index® (BRI), a tool to help companies understand the significance of relevance and how it can be harnessed to unlock growth. The 2022 BRI revealed the highly coveted group of relentlessly relevant standouts—brands that resonate by appealing directly to our heads and hearts. 

But some brands stand out because they appeal to our practical nature above all else. They’re the brands we rely on day after day—to help us problem solve, check off our to-do lists and keep our lives running smoothly. Brands that rank highly in our head category build relevance with consumers by reinforcing promises with performance and enabling autonomy.  

In addition to our overall BRI ranking, we have identified the top brands that speak directly to consumers’ heads.  

While top performers among head rankings excel at making the best products, delivering consistent experiences, and meeting important needs, among other attributes, we discovered three additional things head brands do exceptionally well to fulfill consumers’ fundamental needs and become an everyday go-to.  

1. Pursue Partnerships with Industry Leaders  

Top-performing head brands reinforce their positioning as a trustworthy, reliable solution by pursuing authentic partnerships with leaders in the space. Zelle (#9 in head rankings) enables easy, real-time transfers between hundreds of trusted yet “traditional” banks that have yet to get on the digital bandwagon. The Costco Next (#24 in head rankings) loyalty program allows members to purchase products directly from “hand-picked” suppliers. Brands like these take steps to surround themselves with trusted organizations and consequently appear legitimate to consumers when guaranteeing a job well done. 

Clorox (#65 in overall BRI rankings, #14 in head rankings) does this especially well. The leading cleaning brand appealed to consumers as a necessity for keeping our homes clean and safe early during the Covid-19 pandemic. Despite already offering household products with medical-grade certifications, the brand seized the opportunity to partner with hospital systems to stock their inventories and pledged multi-million-dollar donations to those working on the front lines. These extra steps helped position a brand already known for quality cleaning products as an active part of the solution. Clorox successfully bridged the gap between health and wellness and household maintenance, becoming a fixture in under-the-sink cabinets across the nation. 

2. Simplify Complex Tasks 

High-ranking head brands provide clear, easy solutions to complicated problems, giving consumers a sense of control and ownership. They understand daily errands can be time-consuming, confusing, and frustrating. So, they tackle these common tasks with enthusiasm—providing streamlined, accessible, convenient, customizable experiences, to keep things functioning. While brands like InstantPot, Tide, and CashApp have reinvented the way we cook, do laundry, and split the bill, one brand stood out for its ability to make one of the least flashy annual to-dos somewhat enjoyable.  

Filing taxes–it’s one of the most important interactions we have with the government each year, and yet it often leaves consumers feeling anxious, overwhelmed, and frankly, bored. Yet, enter TurboTax (#70 in BRI Rankings, #7 in head rankings), a tax preparation software that has succeeded because it was the first to solve such a tedious process, streamlining the many stages of filing traditional paper tax returns. TurboTax’s software relies on a recall method, prompting users at each step of the process to claim additional deductions or list additional work, eliminating human error associated with the process. Its partnerships with top investment brands and banks also mean consumers’ information can securely and automatically be uploaded into the return, with the click of a button. Customers can even input documents on their own time, as opposed to setting up a meeting with a traditional accountant. These innovative fixes help TurboTax remain relevant as the best-selling tax preparation software and take some of the sting out of filing taxes, which consumers are greatly appreciative of.  

3. Raise the Standard by Defining Your Own Grade of Excellence  

Many highly-rated head brands design trademarkable technologies to integrate with all their products. These brands underpin dependability with high-performing, trademarked technology and consequently reinforce their reputations as trustworthy, reliable options by championing it. Unsurprisingly, many automotive brands appear among BRI rankings– Tesla, Mercedes-Benz, Toyota, Honda—no matter how luxurious or basic, eco-friendly or gas-guzzling, cars are an integral part of life. At any point in time, they can be filled with kids, groceries, suitcases, camping gear, moving boxes, empty coffee cups, and memories. So, we rely on them to get us from A to B as safely as possible.  

Toyota (#23 in BRI rankings, #16 in head rankings), known for manufacturing top-notch vehicles with reliable performance, positions its cars as “built to last, created to perform and designed for life.” Similarly, Honda (#30 in BRI rankings, #22 in head rankings) rose to the top of the head category due to its cars’ long-term dependability. With products that consistently rank among the best energy-efficient options, rarely break down, and consider safety from the beginning, the brands could solely rely on their performance to make sales. Instead, both brands continue to innovate new driver-assistive technology and redefine safety standards with ownable, pervasive technology. Trademarked Toyota Safety Sense™ technology is standard on all new models, to complement its already award-winning built-in safety features. The Honda Sensing® suite boasts modernized safety and driver-assistive technologies featured in a range of its vehicles. So, when it comes to making a smart investment, consumers turn to the cars they know uphold the highest standards—even if those standards were set by the brands.  

What Lessons Can We Learn from Leading Head Brands? 

To go from an amenity to a necessity and build relevance in the daily lives of consumers, brands need to: 

• Pursue partnerships with top leaders in the space to demonstrate your commitment and expertise
• Find a way to simplify complex tasks—prioritize user experience and service design when creating your offerings to ensure consumers can use your products easily or quickly
• Whether it’s messaging around a new technology or suite of offerings, continue to raise standards of reliability, performance, and experience, and find a way to talk about (or trademark) it that’s unique to the brand

Building brand relevance with Chinese consumers remains top of mind for emerging and legacy brands alike. Budweiser Brewing Company APAC (Budweiser APAC), part of AB InBev and a key player in both the global and China beer markets, claims some of the most storied beer brands in the world as part of its portfolio – from Budweiser, founded in 1876, to Harbin, founded in 1900. Despite their longstanding histories, these brands are constantly evolving and innovating to maintain relevance in an increasingly fragmented and competitive market.  

Tom Zhang, an associate partner at Prophet, sat down with Matt Che, CMO of Budweiser APAC, to discuss how the Budweiser APAC portfolio continues to house the top beer brands and resonate with Chinese consumers through strong purpose and values.

Matt Che 
CMO at Budweiser APAC 

Matt Che is Chief Marketing Officer at Budweiser APAC, who leads the marketing team in China, Korea, India & Southeast Asia. An over-20-year veteran of marketing and sales, Matt oversees all brand marketing activities including Budweiser, Corona, Hoegaarden, Cass, Harbin, Blue Girl and Sedrin, etc. He is also held accountable for driving marketing-led business growth. 

Regarded as a trailblazer in the industry, Matt contributes to the growth of Budweiser APAC by creating a series of aggressive campaigns and driving marketing digital transformation. 

Matt Che earned a master’s degree in arts from the University of Birmingham. He also completed various marketing courses for executives at Harvard University, Stanford University, and Kellogg School of Management. 

As a major FMCG group, how does Budweiser APAC maintain a pulse on Chinese consumers and the latest trends? 

We must remain curious and constantly consider how the relationship between our brands and consumers is evolving. My thoughts are three-fold.  

First, there is a shift away from educating the consumers. Brands need to think about how to communicate product benefits and brand values in a way that is “effortless” and most resonant to consumers, allowing them to take in the information willingly and easily. Rather than standing on moral high ground and preaching to consumers, brands should view consumers as their equals and strive to grow together. To be a relevant brand means being humble. Champion the consumer. Recognize, appreciate and celebrate them. 

The next trend I see is a shift in focus from brand building to full-funnel marketing throughout the consumer decision journey. With the maturation of digital, social and new retail, there are more ways to not only build brand awareness but also close the gap between awareness and purchase. However, the marketing mix from awareness to consideration to purchase is varied, and we need to consider different content assets at each stage of the funnel to deliver the right message at the right time. As marketers, we must hold ourselves accountable for the full customer lifecycle.  

Lastly, the innovation cycle of FMCG products is changing. Previously, innovation was centered on a few big bets that would generate significant commercial impact. Now, innovation is also a way to drive brand equity. For instance, we launched the Budweiser Brewmaster Reserve in China, an ultra-premium product made with the highest-quality ingredients. Rather than measuring its success with immediate sales KPIs, we are looking at whether it contributes to brand equity. Marketers should approach innovation more strategically to shape the today, tomorrow and future of the brand. 

With Budweiser APAC’s extensive portfolio, how will you drive innovation of products and experiences to meet increasingly diverse consumer needs?  

The traditional notion of brand loyalty no longer exists in this age of fragmented markets. Instead, each brand should strive to build occasion-based loyalty. Consumers might go out to KTV with friends and choose Budweiser, then grab some late-night street food with Harbin. On the weekend they might have a picnic and bring some Hoegaarden, and then order a Corona at the beach while on vacation.  

Rather than spending our marketing budget attempting to make one brand the beer of choice for every drinking occasion, we take a very nuanced approach in segmenting consumer drinking need states and occasions to a high degree of specificity. In each of these need states and occasions, what are the consumer’s functional and emotional needs? Once we understand those, can beer as a category deliver on them? If so, then we can consider which of our brands has the story, value proposition, and DNA to own an iconic demand state and occasion.  

Of course, we will still source sales volume from adjacent drinking occasions, but the center of gravity and the “hook” we communicate to consumers must be clear and distinctive. Once we have this, we must then be disciplined about focusing brand-building efforts on channels and occasions that are core to the brand, allowing each one to own distinctive space in the portfolio. 

Many Budweiser APAC brands go beyond the product to communicate a higher purpose to consumers. Why is this important? 

A strong purpose is what makes a brand stand the test of time. Consumers might select you once or twice based on eye-catching packaging or a unique product, but purpose is how brands can earn an unwavering position in their customers’ hearts and minds. The way purpose manifests will change over time, but the purpose itself should be timeless.  

For instance, Budweiser has always championed authenticity – being true to yourself and living on your own terms. For the Qixi Festival (Chinese Valentine’s Day), Budweiser launched the “All Love Is Love” campaign. We released limited edition bottles that featured illustrations of people of all genders, and the bottles can be paired together in different combinations to feature two figures kissing.

The message is clear – regardless of how you define love, we respect, celebrate and champion it. We’re communicating with our customers as equals, meeting them where they are to convey the brand’s higher purpose.  

Purpose must be built over time. Rather than inundating consumers with a once-a-year massive campaign, we should reinforce the messaging consistently to build a purpose that is lasting and authentic. This is an example of “effortless marketing” in action.  

This reminds us of Corona. Corona is a strong example of how brands commit to ESG initiatives. Why is this important to Budweiser APAC and consumers? 

ESG is among the top priorities for AB InBev globally, and it’s deeply rooted in what we do. As the largest beer company in the Asia Pacific, Budweiser APAC is committed to achieving a future that’s sustainable and inclusive.  

Although there have already been many exciting results, I don’t think we as marketers should overly commercialize ESG. While its successful integration into company strategy, operations, and culture can potentially drive customer love and as a result sales volume, this cannot be the starting point.  

For instance, Corona’s brand essence is about a slice of lime, the sunset, and the ocean. It’s clear and simple. As a result, the brand is genuinely concerned about ocean conservation and marine protection. Corona partnered with Blue Ribbon, the biggest ocean conservation organization in China, and launched limited edition bottles on World Oceans Day, encouraging consumers to use less plastic.  

This March, Corona also initiated the “Ocean Restoration” program for the second year, partnering with fishermen across Fujian and Hainan provinces to recycle plastics from the ocean. Through our continued efforts, Corona is now the first beverage brand in the world to achieve a net-zero plastic footprint, meaning it recycles more plastic than it produces.  

However, the goal of Corona’s ESG efforts is not to convince consumers to drink more Corona but to convey the importance of protecting our planet for future generations. If these initiatives draw consumers to the brand, then that is a positive externality of our ESG efforts, but it cannot be the intention behind them. 

Nowadays, many marketers experience tension between longer-term brand marketing and shorter-term demand generation. How do you resolve the tension to balance “fast and slow”? 

As I mentioned before, marketers have the challenging task of building today, tomorrow and the future. It’s a difficult balance to achieve, especially as marketing has traditionally been less focused on immediate commercial growth in favor of long-term brand building. But our remit is expanding, and we must not only identify consumer needs but also the commercial potential of these consumer needs.  

In my role, I’m working more closely with our commercial leaders to ensure alignment from the get-go and help balance the tradeoff between “fast and slow.” It’s important to align across marketing and sales teams on what long-term success looks like as well as what challenges might arise in the short term. Collaborating with sales allows us to better identify commercial realities such as pricing, competition, and potential cannibalization within our portfolio. 

In April, AB InBev appointed our first global chief growth officer, a newly created position that aligns sales and marketing under the same umbrella. This indicates a clear mindset change.  

Budweiser and Harbin are the official beer sponsors for the 2022 World Cup. How will Budweiser APAC use the event to engage fans and create a memorable brand experience?  

With the resurgence of COVID-19 in some areas of China, consumers are once again dealing with certain levels of anxiety, uncertainty and stress. Thus, we are adjusting our messaging.  

We want to keep things simple and help consumers unleash the fun – not only the fun of the World Cup but the fun that comes with being with family and friends and forgetting about your worries for just a moment. We want consumers to be able to just enjoy the game and enjoy a beer. 

As we experience the continuing battle against COVID, we have witnessed many new retail trends emerge since the lockdown, specifically in Shanghai. Some examples of this include group buying by communities, the transformation of brick-and-mortar stores and fronted warehousing. The major changes in consumer needs, brought on by new normals like social distancing, are bringing important challenges to the retail industry. In our eyes, change means not only challenges but also opportunities. It’s a chance for previously less-considered brands to connect and reach out to consumers.  

As a growth and transformation consultancy, our annual Brand Relevance Index® (BRI) regularly observes the moves and shifts of brands across different industries around the world. This year, we found that successful brands build relevance by appealing to consumers’ heads and hearts. Brands that appeal to the head are ruthlessly pragmatic and pervasively innovative, while those that appeal to the heart are customer-obsessed and distinctively inspired. All-star brands that are relentlessly relevant usually hit simultaneously in the head and the heart. 

Right Place: Continuously Optimized Channels 

In the conventional retail experience, retailers such as shopping malls focus on maximizing the use of space and creating a comfortable shopping environment. However, the pandemic uncovered a pressing problem. The normally well-functioned channel system, both online and offline, could be overwhelmed by sudden influxes of customers. Retailers thus must reflect on how to improve the stability of their systems across different channels in order to promptly respond to unexpected disruptions.  

Amazon Go (Amazon ranked #15 in the 2022 BRI) provides unmanned shopping services, solving the problem of long queues faced by most retailers. A recent survey showed that over 60% of local residents wanted an Amazon Go in their neighborhood. Another example of brands tackling this issue is Walmart’s partnership with Gatik, a transportation technology company. Together, the two successfully deliver orders from warehouses to communities through driverless vans. We expect a brand-new era of logistics to arise in the post-COVID era, and the early adopters will stay ahead. 

In addition, new channels have been spawned by the pandemic, for example, the community-based group buying happened on private chat groups. We expect that this trend will stay post-pandemic. Determining how to manage and monitor consumer experiences away from official brand channels becomes a challenge for brand owners. During the pandemic, many businesses launched curated product packages based on communities’ demands and designed branded promotional materials for social networks. Retail managers joined chat groups to answer questions personally. These behaviors are unprecedented, allowing brands to touch their customers directly in the last stretch of their buying journey. 

“It is crucial for brands to provide consumers with highly convenient, consistent and reliable experiences at every corner of their lives to appeal to the head.” 

Right Products and Services: Innovation Inspired by Real Occasions 

The pandemic has also accelerated consumers’ demand for different products and services centering around the home. People’s expectations towards their living space have also evolved – they want a place where they can work, study, play, exercise and live rather than only a place for rest.  

IKEA (#40 in the 2022 BRI) has long been a frontrunner when it comes to designing retail experiences based on occasions. Instead of showcasing products based on their categories–as traditional furniture malls do–it created a series of unique home spaces, leaving customers room to be immersed and unleash their imaginations. IKEA captures people’s hearts by creating a microcosm of what people want in their homes, rather than a cold shopping mall – a key reason why IKEA leads in the home retail industry. 

Retail stores that create an immersive experience are now gaining popularity and becoming the carrier of service innovations. MUJI, for instance, has launched Muji Infill, a home decoration consulting service at its flagship store in Shanghai. This concept turned a home retail space into an immersive showroom that addresses every home living need. 

Some technology brands are also ramping up their retail presence in response to consumers’ home needs. For example, Huawei is opening smart home experience outlets across China to provide all-in-one IoT solutions. As technology giants enter the market, traditional retailers need to think more carefully about the path for innovative businesses, to meet the ever-changing needs of consumers. 

Right Time: Seamless Customer Journey 

Last but not least, the pandemic has accelerated the transformation of the traditionally linear customer journey (need, visit, browse, select, pay and pick up) to become more dynamic. Customers sometimes come across a new product through online browsing before they even have the need for it. They can complete the purchase online without a visit to the store and may return or exchange the product afterward. 

The in-store experience used to be the core milestone of the home shopping experience. When a consumer tries to find a sofa, it is difficult to picture the real product and how it would look in their home just by viewing its pictures online. Responding to this customer pain point, many major retailers have pioneered AR-enabled tools that allow users to see how different furniture fit in their home decors. In the United States, retailers including IKEA, Amazon, Target and The Home Depot, have made the AR-based shopping experience one of the key milestones in the customer journey. 

As we welcome web3 technologies, the retail industry is greatly impacted. The way how retailers showcase their products and interact with their customers in virtual shopping will be disrupted. However, this does not mean copying the traditional retail model into the “metaverse.” It requires retailers to rethink their customer journeys and business models in light of new consumer behaviors.  

How should retail spaces and products be presented to consumers through web3 technologies? And how will new technologies be used to optimize browsing, shopping and the return and exchange experience? Some retail brands are already leading the way. Walmart, for example, is quietly preparing NFT products like virtual currencies and products, from appliances, and toys to decorations. TYB (try your best) is a “community commerce” platform based on web3 technology, where consumers can co-create with brands to win NFTs and virtual collectibles.  

It’s no secret that the brands consumers are obsessed with hit closest to our hearts–the ones that make up our identities and help express who we are. The brands we call “magic makers” make us feel true affinity and loyalty: the sneakerheads, gamers, Tesla owners and devotees get it. There is no logical explanation for this kind of love— the kind of love that has lines wrapped around the block at Gucci and people camping out to see the next Marvel movie, even amidst a global pandemic. In the 2022 Prophet Brand Relevant Index (BRI), our annual study which asks 13,500 U.S. consumers which brands are most relevant to their lives, we learned what the top-performing brands do to attract such devoted consumers. For one, they create emotional stories and connections that consumers just have to have and experience. Unlike their counterparts, brands that appeal more to our head and practical side, these brands, fill an emotional need that goes straight to our hearts.

In addition to our overall BRI ranking, we have identified the top brands that speak directly to consumers’ hearts.

Top 25 Heart brands, ranked:

So, what do the top heart brands do to be considered relentlessly relevant to consumers? We discovered three standout trends where brands appealing to consumers’ hearts are excelling.  

Bringing the Fantasy to Us

To create “magic,” brands need to do more than fill a need in our life—they must make us feel like part of something bigger and provide connection and stimulation to escape monotonous days. Gaming and platforms such as PlayStation, Nintendo and Xbox enable escape and connection, and respondents agree that they could turn to their consoles to engage in new and unexpected ways. Marvel, Disney, MLB and NFL joined our top ten for brands that “Connect with me emotionally,” making us feel part of something bigger than ourselves. The power of these “magic makers” is to transport us out of our lives and into the past, the future or another planet entirely—and recently that transport mostly happened in our homes.

Nothing gets you closer to a shared in-person experience than live sports and the NFL had an especially strong showing in its first year in the BRI. Despite a variety of controversies, the NFL had more viewers in 2021 than in the previous six years. Because the experience of watching a game depends on live viewership, advertisers could count on a present audience, a rarity in today’s TV market. Innovations in adjacent categories also helped NFL: Sports betting laws opened up and a record 45.2 million Americans are expected to bet on NFL games and wager more than $20 billion, according to CNBC.

Inspiring Authentic Expression

2021 was the year the “creator economy” exploded in full force. From Etsy and Pinterest to YouTube and TikTok, extra time at home coupled with the “Great Resignation” led to increased engagement with social platforms for both viewers and creators. There are over 50 million who consider themselves ‘creators’, according to Forbes, especially among younger generations with strong aspirations to maximize their platform as a career. Creators love these platforms because they allow them to monetize their personal brands and connect directly with their audiences in ways that were never possible before. 

Ranked 13th on “Heart” and 21st most relevant brand overall, Etsy helped connect makers with products they needed and wanted during the pandemic. Etsy reported in 2021 that they had sold an astounding $346 million dollars just in reusable face masks. These products not only fulfilled a need but also felt special and infused with the maker’s craft and love. 

Making Us Feel Special

While still stuck at home during the pandemic with nowhere to go, the 2022 Index shows that we embrace brands that make us feel alive and special, even when they are impractical to our current needs.  Some of our highest performing magic makers were luxury brands: Tesla, Gucci, Sephora and Mercedes-Benz were beloved by consumers and rounded out our top 20 for “Makes me feel inspired.” In the last year, luxury brands rebounded faster than many expected. In times of uncertainty, enduring status and quality symbols can feel reassuring.

Luxury brands have seen record levels of growth coming out of the pandemic. “Revenge shopping” or the phenomenon of those with means spending on luxury goods to fill a void left by canceled social and cultural events may explain the quick comeback of high-end brands. Luxury items aren’t just objects—they deliver a transportive experience that activates their brand. Luxury may not solve problems, but in a time when we sacrificed so much, it delivers the fulfilling indulgence that only a wildly expensive, exquisitely designed object or experience can.

What Can Heart Brands Teach Us?

To go from a commodity to relentlessly relevant, brands need to connect with our hearts. Top heart brands have found ways to connect with consumers’ emotions by:

• Targeting micro-communities of fans who are obsessed with the same sports team or TV show. Instead of trying to appeal to everybody, narrow in on the people who are most likely to connect with the product or service offered.
• Bringing together commerce and community. The best brands create loyal followers who look for every new product drop and turn up to every store experience: turn consumers into brand evangelists.
• Delivering on personalization and quality, whether that’s highlighting the stories of artisans and innovators who design products or offering a customized experience through an algorithm or brand design, makes every person who walks through the doors feel special and loved. Magic.