We live in a curious time when there has never been so much talk about purpose in the universe of brands and it has never been so difficult to trust what they say. Exciting campaigns, manifestos full of good intentions, commitments to social, environmental, cultural causes, everything seems impeccable. However, just look a little deeper to realize the misalignment between discourse and practice. And this is where the problem lies: branding is not discourse, it is coherence. Currently, brands want to look human, sustainable, innovative and diverse. But they are not always willing to sustain these values when it requires renunciation, process review or loss of profit. What is often seen is the performance of a true purpose that disappears in the daily test.

However, the public is not naive. According to the Edelman Trust Barometer 2023, 71% of consumers say that they would lose confidence in a brand that does not act according to its stated values, even if it has good intentions. In addition, 64% state that their purchase decisions are guided by the values of companies. That is, trust is not earned with phrases of effect. It is built with consistent choices, often invisible to the eyes of the consumer, but deeply revealing.

True branding happens when no one is looking, that is, when a service fails and the company resolves with empathy, at a time when an internal crisis requires courage and transparency or when the opportunity to profit arises, but ethics calls to the opposite side. It is in these silent and everyday moments that the brand reveals itself, or contradicts itself. Kantar, in its BrandZ Global 2022 report, reinforces this by showing that brands perceived as authentic and reliable grow up to three times more in value than those that only maintain good communication. It is not, therefore, aesthetics or visibility, but integrity at each point of contact with the public, with the employees, with society.

So, the new branding does not start with a logo. It starts with difficult questions: “Who are we?”, “Why do we exist?”, “No we believe so much that we are not willing to negotiate?”. These answers do not fit into a slogan, but define entire cultures. They are the ones that guide marketing, shape decisions and inspire the team, even (and especially) when there is no campaign in the air. A real brand communicates value even in the silence. Even in the face of error, honors principles. Even under pressure, it does not give in to incoherence. And when this happens, the public perceives the same way that it does not hold up when the narrative.

In the end, branding is about integrity. It is about the promise that a brand makes, and the daily commitment, often invisible, arduous and even unpopular, to fulfill it. Every interaction with the public is a test of this integrity. And this test is not won with catchphrases, but with consistent attitudes. That is, brand is not what is said with the microphone on; it is what is confirmed when no one is looking.

In the competitive business world, many brands seek to stand out through innovative strategies. Co-branding emerges as one such solution, promoting partnerships between companies to offer a joint product or service. However, it's necessary to analyze and understand whether this strategy always brings benefits or can represent a risk for the brands involved.

According to research by Visual Objects, 71% of consumers are attracted to co-branding and approve of this type of partnership between companies. Furthermore, this strategy can contribute to and increase brand engagement, as well as help them differentiate themselves from competitors.

Co-branding is a powerful tool, but it must be used cautiously. The idea of uniting two brands to add value for the consumer can be advantageous when there is synergy between the partners. Partnerships like that between Carmed, Cimed's brand of lip balms, and Fini are a case in point. This collaboration resulted in a significant increase in Carmed's revenue. According to released data, in 2023, Cimed recorded revenue of R$400 million with Carmed product sales, representing a growth of 1,566% compared to the R$24 million earned the previous year.

Another example is the partnership between Burger King and influencer Mari Maria, resulting in the launch of an exclusive line of glosses inspired by the fast-food chain's menu flavors. The main idea behind this partnership was to offer consumers a unique experience and explore new ways to connect with the audience, as well as potentially expand the presence of the Mari Maria Makeup brand in the international market, leveraging Burger King's global reach.

However, not all collaborations result in success, and this is where the risks appear. Firstly, the identities of the brands involved must be aligned. When this doesn't happen, the partnership can seem forced and even detrimental. A clear example of poorly planned co-branding was the collaboration between Shell and LEGO, which faced strong public rejection due to environmental concerns. This incompatibility can generate image crises and alienate loyal consumers.

Furthermore, there's the risk of one brand benefiting more than the other. If a partnership isn't well-balanced, one company may emerge stronger while the other gains little from the collaboration. This can generate internal conflicts and dissatisfaction among those involved. Another point of concern is excessive dependence on the partnership. Some brands may become so associated with a partner that, if the relationship ends, the public's perception of the company could be negatively impacted. This highlights the importance of maintaining a distinct identity and not relying solely on co-branding as a marketing strategy.

Furthermore, co-branding, often celebrated as a successful strategy among large brands, can easily become an exclusionary tool in the market. Partnerships between giants further consolidate their dominance, leaving smaller companies on the sidelines of this practice. However, smaller brands can circumvent this barrier by seeking strategic alliances with complementary businesses within their niche, exploring authentic values and innovative proposals. Instead of relying on the validation of larger players, well-planned partnerships between small and medium-sized enterprises can generate real impact, provided they are based on relevance to the audience and the construction of a strong joint identity.

Finally, co-branding should be adopted with strategic planning and careful risk analysis. When well executed, it can be an excellent way to generate innovation, expand markets, and strengthen brands. However, without proper alignment, it can backfire. Before betting on this strategy, it's essential to assess the compatibility between brands and ensure that the benefits are mutual. After all, the strategy depends on building an authentic and relevant partnership for the consumer.

In recent months, Brazilian companies have intensified their demand for specialized services in business continuity management (GCN). This significant increase is a direct reflection of the exponential growth of cyber attacks in the country, especially ransomware, and the increasing rigor of the inspection promoted by the National Data Protection Authority (ANPD).

In 2024 alone, Brazil recorded more than 700 million cyber attacks, indicating about 1,400 incidents per minute.This alarming scenario pressures organizations to seek more robust strategies to ensure operational continuity in the face of increasingly frequent threats and crises.

The rise in ransomware attacks, in particular, has brought to light one of the greatest risks faced by companies today. In this criminal modality, corporate systems are invaded and their data encrypted, leading to total or partial interruption of operations until the payment of ransom. In addition to direct financial damage, there are significant indirect and intangible losses, such as the deterioration of the trust of customers and business partners. It is estimated that incidents of this type have caused billionaire losses to the Brazilian market only in the last year, driving business decision-makers to reevaluate their positions in the face of operational risk.

In parallel, the ANPD intensified its enforcement actions throughout 2024 and early 2025, mainly related to compliance with the General Data Protection Law (LGPD). Companies have faced severe sanctions for not having adequate security mechanisms and operational continuity, especially in the face of the finding of vulnerabilities that expose personal data. This rigorous posture, before more flexible, now demands from Brazilian organizations a structured and coherent approach in the management of incidents and crises, raising the strategic importance of the GCN.

GCN as a preventive tool

In this context, the importance of business continuity management grows, not only as a reactive measure, but mainly as an essential preventive tool. A well-implemented NCM allows companies to recover quickly from incidents, minimizing financial damage and preserving their reputation with the market. This is an integrated corporate practice that identifies, evaluates and prepares organizations to respond effectively to any critical interruption in operations, ensuring the shortest possible time of unavailability.

Implementing an effective NCG strategy begins with a thorough risk analysis, in which the critical processes of the organization and the potential impact in case of interruption are clearly identified. This first step determines which operations need to be prioritized in a crisis situation. Subsequently, the continuity plan is elaborated, which details clear and specific procedures to be adopted during disruptive events, allowing quick and coordinated responses.

The next step, and perhaps one of the most underestimated by companies, is frequent training and practical simulations. Many continuity plans fail not because of technical failures, but because of the lack of familiarity of teams with the procedures provided. Therefore, it is essential that all involved are continuously prepared to act as planned, ensuring that protocols are executed fluidly and effectively when really necessary.

Another aspect that reinforces the relevance of GCN are the specific regulations that are increasingly being demanded by the market and regulatory bodies, such as ISO 22301, an international standard that establishes detailed requirements for business continuity management systems. Companies aligned with these standards can not only mitigate internal risks, but also gain greater confidence with business partners, investors and customers, strengthening their position in the market.

Specialized consulting firms play a central role in the successful implementation of GCN, bringing technical expertise and strategic vision to the planning and execution of these initiatives.These firms support organizations from initial risk assessment to the development of customized plans and specific training, ensuring that the solutions adopted are aligned with international best practices and local regulatory requirements.

The conclusion is clear: the increase in demand for business continuity management services is an unequivocal indicator that Brazilian companies are maturing in relation to the perception of operational and cyber risks. This scenario demands a strategic, integrated and continuous response from organizations, which need to be prepared not only to respond quickly to incidents, but to ensure the sustainability of operations in the long term. Investing in a solid business continuity strategy is to protect the present and ensure the future of organizations in the face of the inevitable uncertainties and threats that the contemporary corporate environment presents.

By Sylvio Sobreira Vieira, CEO & Head Consulting of SVX Consultoria

In an increasingly competitive market, customer experience is no longer a differential to become an essential business strategy. The Retail Report 2022, produced by Adyen and KPMG, points out that 81% of Brazilian consumers do not buy from a brand after a negative experience, highlighting the direct impact of customer service on loyalty. More than retaining customers, quality support also acts as a line of preventive defense, reducing the volume of lawsuits and protecting both reputation and company resources. The integration between the areas of service and legal, added to the intelligent use of technology, allows to transform potential conflicts into organizational improvement and improvement level. 

The decision between maintaining an internal consumer service or opting for outsourcing goes far beyond a simple binary choice. This decision must take into account the overall strategy of the company, the complexity of the products offered and, above all, the priority given to the customer experience.In an interview, Vinicius Sala, executive and lawyer with extensive experience in compliance, shared that his experience with internal service teams was highly positive.He highlighted that the close integration between the service and legal sectors not only facilitated the identification of conflict patterns, but also accelerated the resolution of problems and strengthened legal defenses Although, on certain occasions, the outsourcing has been considered, the final decision to maintain the quality of support was the value.

Nubank is an emblematic example of how a well-structured service can mitigate legal risks and strengthen the brand reputation. Since 2014, the company adopts a user-centered approach, with personalized initiatives such as the famous “WOWs” actions that positively surprise the consumer. A striking case was the sending of “cards to customers who reported damages caused by their pets, a creative solution that generated high engagement and reduced the number of formal complaints. According to a study by Forrester, about 40% of companies focusing on the customer experience have strategic revenue growth above the average, prevention and satisfaction also increases the interaction with the user, the interaction with no longer the concrete role with the customer, but rather than the interaction with the customer with the interaction with the customer.

Technology, especially through artificial intelligence (AI), further enhances this integration. AI tools can analyze large volumes of data from support channels, detect trends, recurrences and possible failures in processes. With this information at hand, the company gains agility in decision making and can implement corrective actions more effectively. For example, the Brazilian delivery company iFood uses AI to monitor complaints in real time, allowing preventive interventions. However, technology alone is insufficient: without trained teams and a customer-centered culture, AI tools can amplify problems, such as generic responses that irritate consumers. LGPD also imposes preventive interventions.

Ultimately, a well-structured support plays a crucial role in reducing lawsuits and building a solid image in the market. The user experience is a determining factor for business success, and the way the company relates to its audience plays a key role in this process. The integration between the sectors responsible for active listening and legal management can not only solve problems before they become litigation, but also consolidate institutional credibility.In a scenario where consumer perception is increasingly valued, investing in interactions of excellence is a worthwhile strategy.