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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 \u2013 the so-called brand authenticity \u2013 visible credibility emerges, and from this, long-term trust.<\/p>\n
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 \u2013 particularly among certain personality types and generations. This is why a different perspective is worthwhile: It is not only the question \u201cHow authentic is our brand?\u201d that matters. The decisive question is also: \u201cFor whom does our brand appear authentic?\u201d<\/p>\n
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.<\/p>\n
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 \u201cextent of identity-based causation of actions\u201d [2]. This means that actions should not be determined by short-term trends or market pressure, but by the brand\u2019s own identity.<\/p>\n
A brand must know its soft values \u2013 such as integrity, care, or innovative spirit \u2013 and consistently translate them into actions. When a company \u201changs its flag in the wind,\u201d it loses its continuity and consistency. Authenticity originates internally because actions are connected to the company\u2019s own identity.<\/p>\n
Brand authenticity therefore does not begin only in advertising. It is reflected throughout brand management: in decisions, customer interactions, product design, and communication.<\/p>\n
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?<\/p>\n
There is an interesting answer to this question. Authenticity does not arise exclusively on the company\u2019s side. It can also be related to the personality of the consumer.<\/p>\n
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 \u2013 across generations, but particularly among these younger groups [3].<\/p>\n
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].<\/p>\n
The reaction to a brand\u2019s 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 \u2013 but only among those who strongly identify with the brand.<\/p>\n
Research on self-authenticity and brand relationships also shows that the fit between a consumer\u2019s 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\u2019s values with what they actually experience.<\/p>\n
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.<\/p>\n
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\u2019s behavior and the consumer\u2019s drive for identity development meet can this result in stable brand trust.<\/p>\n
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].<\/p>\n
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.<\/p>\n
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\u2019s identity-defining core.<\/p>\n
Small changes in brand management can have a major impact:<\/p>\n
These five steps help make brand authenticity not only something that is communicated, but something that can be experienced in customer interactions.<\/p>\n
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.<\/p>\n
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.<\/p>\n
Customers do not simply buy products. They also choose brands that fit with how they understand themselves.<\/p>\n
If you would like to learn more about authentic brand management and the development of credible corporate communication: The Brand Positioning<\/a> module by BESTVISO supports you in doing so.<\/p>\n [\/et_pb_text][et_pb_divider _builder_version=”4.27.7″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_divider][et_pb_text _builder_version=”4.27.7″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n Sources:<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" 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 […]<\/p>\n","protected":false},"author":4,"featured_media":22839,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[316],"tags":[317,318,25,20,57],"class_list":["post-22887","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-brand-management-2","tag-brand-authenticity","tag-brand-loyality","tag-english-version","tag-markenfuehrung","tag-markenimage"],"yoast_head":"\n\n