Future-oriented companies develop values, formulate missions and visions, and look for an appropriate tone of voice for their communication. At the same time, customers today expect not only a good product, but also a brand with which they can identify. This is where a real opportunity lies: When the communicated values and the actual actions of the company are aligned – the so-called brand authenticity – visible credibility emerges, and from this, long-term trust.
Despite this potential, many companies find it difficult to consistently implement their values in everyday business. As a result, a discrepancy arises that weakens reputation and loyalty in the long term – particularly among certain personality types and generations. This is why a different perspective is worthwhile: It is not only the question “How authentic is our brand?” that matters. The decisive question is also: “For whom does our brand appear authentic?”
In this article, you will learn how brand authenticity works in everyday business, why it is particularly important for different customer groups, and how companies can achieve market success through it.
The Hidden Mechanism Behind Brand Authenticity
For a brand to be perceived as authentic at all, it must act from a clear inner core. Christoph Burmann from the University of Bremen defines brand authenticity as the “extent of identity-based causation of actions” [2]. This means that actions should not be determined by short-term trends or market pressure, but by the brand’s own identity.
A brand must know its soft values – such as integrity, care, or innovative spirit – and consistently translate them into actions. When a company “hangs its flag in the wind,” it loses its continuity and consistency. Authenticity originates internally because actions are connected to the company’s own identity.
Brand authenticity therefore does not begin only in advertising. It is reflected throughout brand management: in decisions, customer interactions, product design, and communication.
Tone of voice is also part of this. A brand can communicate in a modern, personal, and approachable way. However, if its actual behavior appears distant or contradictory, a break in consistency occurs. The language then promises something that the actual experience does not confirm. Who reacts most sensitively to such a break in consistency?
Brand Authenticity as a Bridge Between Customer and Brand
There is an interesting answer to this question. Authenticity does not arise exclusively on the company’s side. It can also be related to the personality of the consumer.
This expectation of authenticity appears to be particularly pronounced among younger generations. Given the growing purchasing power of Millennials and Generation Z, brand authenticity is increasingly becoming a focus of research – across generations, but particularly among these younger groups [3].
Self-authenticity among consumers is associated with a stronger perception of brand authenticity, as Carroll, F. T. Cadet, and L. Kachersky show. In other words: Those who perceive themselves as authentic may be more likely to perceive brands as authentic. This can strengthen their attachment to a brand [4].
The reaction to a brand’s failure becomes more intense the stronger the identification with that brand, as Y. Cheng, T. B. White, and L. N. Chaplin found [5]. Among consumers who use a brand for self-confirmation, a brand failure leads to a reduction in self-esteem – but only among those who strongly identify with the brand.
When Self-Image and Brand Fit Together
Research on self-authenticity and brand relationships also shows that the fit between a consumer’s self-image and a brand can play an important role. This also changes the perspective on brand management. It is not enough to tell a credible story. Consumers compare, consciously or unconsciously, a brand’s values with what they actually experience.
Soft values also play an important role here. These include, for example, trust, fairness, social responsibility, or personal closeness. Such values are not as easy to measure as sales or market share. Nevertheless, they can be decisive for how a brand is perceived. The tone of voice in communication must therefore be chosen so that it does not come across as loud or overly promotional, but rather as approachable and credible.
As a result, the brand can become more than just a provider of products for the customer. It can become part of their identity and their relationship with society. Only when the brand’s behavior and the consumer’s drive for identity development meet can this result in stable brand trust.
Brand Authenticity Through a Return to Its Roots: The Example of Reverso
Athwal and L. C. Harris show, using the example of Reverso, a wristwatch by Jaeger-LeCoultre, how a brand can preserve its authenticity over decades: through the combination of the original product idea, functional benefits, and the consistent preservation of identity-defining characteristics [1].
The Reverso emerged in the 1930s from a practical problem: British officers in India needed a wristwatch whose glass could be protected during polo matches. The solution was a reversible case. This characteristic element was retained in the subsequent development of the brand.
The brand was thus able to preserve its identity without foregoing further development. In particular, returning to its roots and combining them with traditional craftsmanship shows that authenticity does not mean standing still. What matters instead is that changes remain compatible with the brand’s identity-defining core.
5 Recommendations for Authentic Brand Management
Small changes in brand management can have a major impact:
- Act from your identity. Align your brand behavior strictly with your core values. Do not adapt your positioning to every new trend, because this can weaken your continuity in the long term and make customers uncertain.
- Avoid the discrepancy between values and actions. Do not promise anything in your campaigns that you cannot deliver.
- Communicate on equal terms. Choose an honest and transparent tone of voice. Perfection often appears artificial today. If you make mistakes, communicate them openly instead of building an impenetrable PR façade.
- Consider the personality of your customers. Understand that younger target groups in particular use brands to express and develop themselves. Support your customers’ self-authenticity by being a reliable and genuine companion as a brand.
- Give “soft values” real weight. Do not confuse values and principles with mere CSR brochures. Integrate soft values deeply into your business models so that they are tangible and comprehensible to customers at every touchpoint.
These five steps help make brand authenticity not only something that is communicated, but something that can be experienced in customer interactions.
Conclusion
Brand authenticity does not arise solely from a good brand message. Rather, it emerges where values, behavior, and communication are aligned. At the same time, research shows that the perception of brand authenticity is also connected to the personality of customers.
For companies, this means that authenticity is not a short-term marketing trend. Rather, it is a matter of alignment. When brand and behavior are aligned, credibility emerges. When customers experience this credibility, it can lead to trust and long-term customer loyalty.
Customers do not simply buy products. They also choose brands that fit with how they understand themselves.
If you would like to learn more about authentic brand management and the development of credible corporate communication: The Brand Positioning module by BESTVISO supports you in doing so.
Sources:
- Athwal, N., & Harris, L. C. (2018). Examining how brand authenticity is established and maintained: the case of the Reverso. Journal of Marketing Management, 34(3-4), 347-369.
- Burmann, C. (2012). Geleitwort. In M. Schallehn, Marken-Authentizität: Konstrukt, Determinanten und Wirkungen aus Sicht der identitätsbasierten Markenführung (pp. V–VI). Springer Gabler.
- Campagna, C. L., Donthu, N., & Yoo, B. (2023). Brand authenticity: literature review, comprehensive definition, and an amalgamated scale. Journal of Marketing Theory and Practice, 31(2), 129-145.
- Carroll, R., Cadet, F. T., & Kachersky, L. (2022). Authenticity attracts authenticity: The impact of brand authenticity and self-authenticity on brand loyalty. Journal of Brand Strategy, 10(4), 377–388.
- Cheng, S. Y., White, T. B., & Chaplin, L. N. (2012). The effects of self-brand connections on responses to brand failure: A new look at the consumer–brand relationship. Journal of Consumer Psychology, 22(2), 280–288.