Richard Edelman: Brands must become the optimists consumers can’t afford to be

Trust as a purchase driver

The data are clear: trust has become a new axis of competition. “For the first time, trust is equal to price and quality in brand purchase decisions,” Edelman explains. “That’s massive. Particularly among gen Z, questions like ‘Where was it sourced?’ and ‘Were the employees treated well?’ are now fundamental to buying decisions.”

In fact, Edelman’s data shows that 80% of people trust the brands they use, compared to just 54% for government and 55% for media. “That’s new,” he says. “Brands are now more trusted than any institution. They’re filling the void left behind by failing public systems.”

And it’s not just the elite placing their faith in brands. Trust among low-income consumers jumped from 49% in 2022 to 61% in 2025, suggesting that brands are increasingly seen as reliable life partners, offering emotional security and practical solutions where others fall short.

The shift from ‘we’ to ‘me’

Perhaps the biggest conceptual shift in this year’s report is what Edelman calls the rise of the “active brand.” Purpose has evolved. “It used to be about ‘we are the world,’” he says. “Now it’s about me – my job, my financial future, my family. Brands must be personal, not preachy.”

Top “me” expectations from brands include ‘make me feel good’ (68%), ‘provide hope for the future’ (68%), and ‘give me quality information’ (68%).

In contrast, ‘we factors’ like ‘help me do good’ (61%) and ‘help the community’ (59%) still matter, but they’re secondary.

“People want brands to reflect their personal world – not just some grand global narrative,” Edelman adds.

But purpose v price remains a tension

Despite the strong narrative around values and trust, Edelman acknowledges that what people say isn’t always what people do. “It’s true. Some people say they care about sustainability or nationalism, then go buy a $5 shirt from Shein,” he said. “There’s a practicality to it. Economics often wins.”

This contradiction (consumers demanding value-based action while shopping on price) poses a real challenge for brands trying to align purpose with commercial reality. “Some people like us wouldn’t work for Shein,” Edelman added. “But generally, people want to be good. They just may not be able to afford to act on it.”

Silence is not an option

One of Edelman’s more striking conclusions from the latest crop of trust data is around corporate communication: silence, he warns, “is interpreted as complicity.”

Still, Edelman wants to make a crucial distinction, between speaking up and real politics. “We’re not saying brands must jump into politics. But they must be in culture. Be visible. Show up in the community. If not, why should I choose you over a store brand?”

Edelman cites data showing that consumers expect brands to act when there’s a clear connection to an issue, such as a legacy of past involvement, a direct benefit to customers or employees, or relevance to the brand’s mission. “Don’t alienate your core,” he warned. “As [US politician] Nikki Haley said: be Dolly Parton. Everybody loves her.”

Nationalism is rising – and globalization retreating?

Another takeaway from Edelman’s data: globalization may be in retreat. Consumers are increasingly turning inward, choosing domestic brands over foreign ones. In the UK, Edelman cited a 30-point trust gap in favour of British brands. Similar trends are emerging in the US, Germany, and Canada.

“Multinational brands can’t change where they’re from,” Edelman noted. “But they can change where they source, where they hire talent, and how local their storytelling feels.”

What does this mean for agencies?

The implications for marketing agencies are profound. While holding companies may be doubling down on media buying and performance, Edelman argues the beating heart of communications remains storytelling and earned-first ideas that land in culture. “We’ve built creative teams. A quarter of our people are not PRs,” he said, citing campaigns like Ebay’s Endless Runway (secondhand fashion as a cultural movement) and myth-busting work for MSG (targeting health stereotypes).

As this kind of work proves itself, Edelman makes a case for peer-led storytelling. “Samsung recovered from its phone battery scandal by flying 50 creators to Seoul. They talked to engineers, understood the problem, and came back with the story. That’s more believable than any ad.”

So where is the industry heading?

Despite the crisis mood, Edelman remains optimistic – by necessity. “The solve for a lot of this is optimism,” he said. “People need to believe in a better life. You can’t run a six-minute mile unless you believe you can.”

He warned against industry consolidation as a sign of weakness. “If we just merge and get more efficient, we become like banking. That’s not the answer. Brands have to fight for the money by staying in the traffic. That means showing up in people’s lives.”

And with AI and inflation topping the list of consumer fears, he believes brands (and their agency partners) must now deliver personal security as much as product value. “If you’re not doing anything meaningful, why should I trust you with my time or money?”

As Edelman put it: “Brands have the spend. They have the reach. They can do this. But they better mean it.”