It is unfair to trust the brand only on the shoulders of the marketing director | Marketing


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According to a recent Edelman Trust survey, APAC consumers are more likely to choose a brand based on trust, even price and other considerations. With trust becoming a critical factor in purchasing decisions, brands must ensure that they meet expectations and project trustworthy and transparent values.

But should the responsibility for brand trust, something that spans an entire organization, be left at the CMO’s doorstep? Or should it be an organization-wide responsibility? Especially given the frozen or shrunken marketing budgets that marketers have to contend with, is it fair to load them entirely with brand trust? Speakers at a session on consumer shifts, trust and culture shaping in Asia-Pacific, hosted as part of Campaign Connect 2021, insisted that the blame for this ever-growing factor cannot not report to the CMO alone.


“We don’t think a brand can gain trust just through marketing spend,” Ken Mandel, regional general manager and head of Grab Ads, told the panel. “Ultimately, trust has to come from the board of directors and the CEO throughout the process. Organization.” He said, and other speakers agreed, that while marketing can help build trust in the brand, it was unfair to burden the head of marketing with this responsibility. “Trust has to be something that is linked to the mission and the vision of the company,” Mandel added.

While trust is central, it’s important for brands and agencies to engage and ensure that this facet is at the heart of their business, said Dominic Powers, APAC Growth Manager for Dentsu. “If you start looking at this generational shift … Gen Z to some extent is a lot more activist-driven, so they have less loyalty, which also means they have less confidence. You can’t. so not engage in the same way you might have done with millennials or baby boomers. You have to constantly have that priority, it can’t be something you do once a year. “

The challenge for markers and agencies is how immediate access to technology and social media has only made it easier for consumers to detect and call out the weakening or disruption of brand trust. “What we’ve seen is that the nature of social media means that consumers have almost instant access to anything they want with their brands, anytime, anywhere,” Ting Pang said. , Head of Customer Solutions for Southeast Asia at Twitter.

Some brands have used it to good effect. For example, on Twitter, Apple support used their username (@applesupport), to contact their customers directly. The handle is dedicated to the support account, which has drastically reduced the company’s response times to just minutes, Pang said.

With these changes, the brand’s storytelling is also evolving, explained Nicola Eliot, vice president of BBC Storyworks. “In terms of storytelling [the important thing] is not trying to tell a story that you are not authentically or, or even be around a story that you don’t have an honest way to connect with, ”he said. she declared. “Consumers are very sophisticated now. And they’ll see through it and find out very quickly whether you’re genuine about your story or not. “

However, telling these stories of trust may be easier said than done, argued Dentsu’s Powers. The disappearance of the third-party cookie and the rise of first-party data, a seismic event for marketers, could also shake the trust of several brands. “I think what consumers experience online over the next six months will be impacted as brands try to access it as individuals,” he said. “There is going to be enormous pressure on the shoulders of marketers as they seek to ensure that brands can continue to do great things that they did before, before this cookie apocalypse.”

Eliot said that in the case of his platform, once you have that trusting relationship, people are ready to engage with you. They want the best experience and they want to choose to provide data so that their experience working with a brand is as optimal as possible. “I really think trust is the priority there,” she added. “And that naturally leads to a much smoother journey with dealing with your consumers and for things like first party data.”

Grab’s Covid Vaccination Initiative in Indonesia


Organizations can find many ways to build brand confidence. For example, in the case of Grab, which has gone from a ridesharing company to a super app, the opportunity to build trust involves leveraging existing networks. “In Indonesia, we actually help administer vaccines.… It’s obviously not really our core business,” says Mandel of Grab. “But we have the logistics, understand the operations [and] we need to protect our partners, our drivers, our eaters, everyone in the ecosystem. Rather than immediate gains, Grab is working on “building a multigenerational business,” Mandel added. From this perspective, “trust is a long-term investment, but it’s worth it”.

While brands can increase their interest and investment, Twitter’s Pang claimed that it’s much easier to break trust than to actually build it. Simple things like nonexistent online customer service or even lackluster customer support [can reduce trust]”, she explained.” When there are gaps or discrepancies between the advertising, the messages and also the actual experience or action that consumers receive, trust is eroded. ”



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