This is a living, breathing project — the result of our relentless pursuit of building better brands from the inside out.
We started the project because we believe there are two kinds of brands in the world: fragmented brands that see their brand as merely an outward-facing expression of their organization, primarily driven by a marketing department and whole brands that see everything they do, inside and out, as the brand, viewing the job of “brand” as everyone’s responsibility in the organization.
Simply put, a whole brand is designed for growth, perfecting an arsenal of strategies and ideas across the Whole Brand Bpectrum — outperforming competitors and building market value and superiority as a result.
This site contains proof of our hypothesis: the results of our first Whole Brand Study of 125 publicly traded brands and introduces both the model and measurement of the power and performance of such brands. The result? An ongoing initiative to build the kind of brands people, consumers, employees, communities and the world value. We welcome your participation.
This is the most vital time in history to be in the brand-building business. While most brands — what we call fragmented brands — are trying to find their footing, the evolving Whole Brand Spectrum is one of the greatest opportunities for creative businesses to add value to the world. This requires a new mindset for how business leaders consider their brand — as the sum of every experience a consumer has with a company or organization.
Whole brand thinking solves for the complicated problems that result when the parts that make up a business aren’t working as one. It is a powerful tool for opportunity spotting, internal integration, collaboration, alignment, communication and growth. When a business works as a unified whole, it evolves into something much greater than the sum of its parts: A whole brand.
Becoming a whole brand is no easy feat: Most brands live in a space between fragmented and whole. While our study delves into the performance measurements of such brands — product, brand culture, experience, design and communication — we have made correlations to complete this definition and determine which brands are truly “whole.” The result? Four attributes of a whole brand based on how modern consumers view and experience them.
These scores are highly correlated and together rate the strength of brand impact determinants and total mark effectiveness.
We began by surveying more than 4,000 consumers regarding their views of 125 brands in 16 categories. A proprietary performance framework scored brand effectiveness across these five whole brand metrics:
Product ActionsOverall product value and product differentiation.
Customer Service ActionsLevel of customer service and workforce knowledge and skill.
Customer Experience ActionsMemorability of experience and most satisfying experience.
Design and Access ActionsEasy to recognize and find and overall simplicity of usage.
Communications and AdvertisingVisibility and relevance of advertising.
The study resulted in the Whole Brand Index (WBI), which highlights the performance difference between whole and fragmented brands.
We then determined the correlation between the WBI and a brand’s market performance and created a group of 25 brands we deemed “whole brands” that in our judgement matched our overall criteria for a whole brand.
Brands that ranked in the top 20% on the Whole Brand Index dominated brands in the lower 80% across five key metrics — all calculated directly in our study and mapped to our Whole Brand Spectrum.
NOTE: All data was gathered from consumer surveys and available market performance. Correlations between our five core metrics were made to values of internal brand culture, purpose and the red thread, which were not a part of this study.
This data reflects 2020 survey and market performance. Check back regularly for updated analyses.
We’re always on the lookout for what’s next –– check back regularly for the state of whole brands and whole brand thinkers.
A: Whole brand thinking is not just for the marketing department. It is a mindset that leads everyone in an organization to believe they are keepers of the brand. It’s everyone’s responsibility to apply creativity across the whole brand spectrum, use it as a workshop and playground, and the starting point to make the brand as valuable as possible.
Whole brand thinking solves for the complicated problems that result when the parts that make up an organization aren’t working as one. Having a whole brand isn’t just about alignment, it drives efficiency inside an organization and profitability outside the organization. It is a powerful tool for opportunity spotting, internal integration, collaboration, alignment, communication and growth. When an organization works as a unified whole, it evolves into something much greater than the sum of its parts: A whole brand.
A: From marketing ideas to business ideas, a whole brand is one that sees its brand as every action it takes, from the inside out. Its fragmented opposite sees the brand mostly as an outward-facing expression of the organization, driven by the marketing department, rather than a system of connected ideas. Fragmented brands see “brand” as something that can be dialed up or down, invested in or not, as an asset and a noun rather than an action and a verb.
While the Whole Brand Index measures the brands listed in our study along a scale of 1-100, no brand will ever reach either end of the scale.
A: The Whole Brand Index (WBI) is based on all the ways a brand competes, the only thing that matters in measuring the source of brand growth. The WBI is made up of five core determinants: the product the brand sells, the skill and attentiveness of its workforce, the experience provided to customers, the design system that pulls those customers in and makes the brand readily available (both physically and mentally), and all the various communications channels and modes that help the brand tell its story.
Anything the brand does to win a consumer's choice can be cataloged under one of those five things. Recognizing this, that's how we built the model.
NOTE: In the addition to the five core determinants used as our main criteria, a whole brand will score high on having a core idea (a red thread driven by purpose) and a strong internal culture. These foundational elements are built on passion, advocacy and a shared and motivating understanding of the goals and objectives of the brand, as well as a measurable positive impact on people, communities and the planet.
A: We did this in two ways: The first was measurements in the survey we conducted, thus covering all brands we studied. The second was to look at widely accepted measures of brand performance, available for publicly traded brands.
For the first set of measurements, we looked at five things: overall purchase/usage in the last year, percentage of time a brand is bought most often by a consumer, net percentage of consumers willing to pay full price for a brand even if a competitor is on sale, percentage of consumers who have actively recommended a brand to others in the last six months, and net percentage of consumers who see a brand as on the rise or on the decline.
The first three have direct financial impact; the last two are perceptions of brand performance. We add these numbers together to obtain a Total Performance Score (TPS).
We ran a mathematical correlation between the WBI and TPS to test the strength of the relationship between the two. Overall, the correlation is 0.84. Anything above 0.50 is considered a high correlation.
For the publicly traded brands, we looked at 5-year CAGR, price-to-book ratio 9 (a proxy for brand value), price-to-earnings ratio (trailing 12 months, known as P/E TTM, and return on assets. We then averaged these numbers, and compared the averages based on the WBI's of the brands — comparing the top half of WBIs to the bottom half.
This is not a strict mathematical correlation but a direct comparison of performance.
A: Contact us. We can measure your brand’s performance on the Whole Brand Index.
A: At the core of every whole brand is a long idea — what we call a red thread — that guides, inspires and connects every action it takes, across the spectrum of marketing ideas to business ideas. If your brand doesn’t have a red thread, be ready and looking for that idea. Ideally it is born and inspired by your brand’s purpose. Then comes the work of the socialization and adoption of that idea, from your consumers to your workforce — the work of the whole brand.
A: Several different options for you:
1. Download a copy of the report here.
2. Read an excerpt of Scratch: How to build a potent modern brand from the inside out, our how-to guide that details the process for how to practice whole brand thinking within your organization — or order it from Amazon.
3. Send us examples of whole brands and their actions across the spectrum.
4. Check back regularly to see how the project is evolving. More proof, examples and ideas on how you can make your brand a whole brand are on their way.
These scores are highly correlated and together rate the strength of brand impact determinants and total mark effectiveness.