How can you become a brand people want to support?

The pace of change in our times—particularly over the past two to three years—has been remarkable.
Just as social media became widespread, we are now witnessing the rapid penetration and evolution of AI technologies such as ChatGPT. These shifts are impossible to ignore in the business landscape. Beyond the previously mentioned oshi-katsu market, it has become almost “commonplace,” especially among younger generations, to discover and engage with products and services through influencers on platforms like social media and YouTube.

What, then, lies ahead?

1. An era where “meaning” is valued more highly than “function”
2. A transition from an era of “selling” products and services through advertising to a full-fledged “era of being supported”

We live in an age overflowing with products and services. When it comes to information, it is even described as an age of excess. Surrounded by such an abundance, we navigate a world where not only quality but even truth itself can feel uncertain. One business model that aligns with this context, I believe, is influencer-driven commerce.

Many people have likely had the experience of thinking, “If this person says so, it must be trustworthy,” and clicking on a product link—ultimately making a purchase.

What deserves attention here is the value created by “meaning.” While this may be understood as a form of trust, it is in fact composed of multiple intertwined elements. These include brand value, as well as emotional aspects such as the impressions, feelings, and attachments held by customers. The question of “who” is providing the product or service is also a crucial factor.
By contrast, “function” refers to the utilitarian aspect—whether something is useful or necessary. Products that attempt to differentiate purely through function are, unless they offer truly innovative and original features, easily drawn into price competition. This is because functional advantages can quickly be replicated by competitors and offered at lower prices. In today’s world, technological capabilities alone rarely provide sustainable differentiation.
A clear example can be seen in Japanese companies that once emphasized functional superiority. Many well-known firms, prioritizing functional value over meaning, were ultimately overtaken by global price competition—an outcome still fresh in our collective memory.
Even in everyday products such as smartphones and consumer electronics, having strong “function” is now simply expected.
So, what ultimately determines a purchase decision?
It is precisely “meaning.”

Apple products offer a clear example. From a functional standpoint, there are many competing products with comparable or even superior specifications. And yet, people still choose Apple. This is because there is a distinct “meaning” attached to owning an Apple product. This dynamic is not limited to Apple—it extends to luxury brands, automobiles, and even real estate.

Why open a store in a prime location like Ginza?
Why are high-performance sports cars supported in a country where such speeds cannot be fully utilized?

The answer is simple. The key lies in “meaning.”

In these cases, the value lies in experiences such as:

• The act of shopping in a luxurious space in a prestigious Ginza location
• The sense of distinction and pride in owning a sports car that few can possess
• 
  

These represent the “reasons to buy” for consumers.
Of course, the specific interpretation of “meaning” may vary from person to person. However, there is no doubt that products are increasingly chosen based on the meaning they convey.
Notably, products that sell “meaning” rather than “function” are far less susceptible to price competition. This is because such meaning cannot be easily replicated—it is uniquely created by the product and its provider. For companies seeking to move beyond price competition, focusing on the creation of meaning is a natural and necessary step.
From the consumer’s perspective as well—no longer satisfied by function alone—the question becomes: from whom and what kind of meaning they are purchasing. This is why “meaning-driven consumption” is expected to become increasingly prominent. As will be discussed later, branding plays a central role in creating and establishing this meaning.

A representative form of the “meaning-driven consumption” discussed earlier can be found in businesses centered on “supporting and being supported,” such as the “oshi-katsu” phenomenon introduced at the beginning. The term “support-driven era” is a concept coined here, combining the value of “supporting and being supported” with the idea that those who are supported ultimately prevail in the market.

Rather than relying on traditional marketing approaches that target the needs of the mass market, we are seeing the rise of business models that prioritize customer loyalty and place greater emphasis on the deeper insights—the true sentiments—of existing customers.
At first glance, focusing on retaining existing customers rather than acquiring new ones may seem inward-looking from a management perspective.

However, in reality, retaining existing customers—or cultivating them into more engaged, core supporters—often requires significantly less cost than acquiring new ones. As suggested by the “1:5 rule,” the cost of acquiring a new customer is said to be five times higher than that of retaining an existing one. In other words, rather than investing heavily in advertising and promotion to attract new customers, focusing on existing customers and finding ways to better delight them can lead more directly to profitability.

If we define the most engaged segment of existing customers as “fans,” then it follows that approximately 80% of revenue is generated by just 20% of customers—those very fans. This clearly illustrates the substantial value that comes from being supported.

We have explored the value that comes from being supported—but how, exactly, can one reach a state where people want to support you, where fans naturally emerge? Let us take a closer look.
What differentiates those who are supported from those who are not?

• Polite
• Interesting
• Attractive
• Kind

Are these qualities alone enough to make someone worth supporting?
They may certainly leave a positive impression. However, unless that impression is exceptionally strong, it is often not enough to turn someone into a true fan.

The conclusion is this: to be supported—to gain fans—you must go beyond “thank you.”
The service industry, such as hotels, offers a clear example. Simply receiving a “thank you” from customers does not guarantee repeat visits. Without a sense of genuine care—something that makes people feel, “They would go this far for me?”—it is difficult to foster true loyalty. At the same time, offering more convenient services than others does not necessarily create fans either. This reveals the inherently human complexity that cannot be reduced to uniform solutions.

Here again, what matters is not the “function” of the service, but its “meaning.”
Two key ideas in creating meaning are what I would describe as “going the extra mile” and “embracing the unnecessary.”
As society continues to advance through digital transformation and AI-driven efficiency, we are steadily eliminating what is considered “waste” from our lives. Yet compared to the past—when inefficiencies were far more common—have our lives truly become richer or more fulfilling?
It may be that within what we have discarded as unnecessary lies the very “invisible value” we are seeking.

Humans, unlike other animals, have a deep affection for what is not strictly necessary for survival. Music, art, literature, entertainment, and sports—none of these are essential for living in a purely biological sense. In that regard, they are all “unnecessary.”
And yet, we are drawn to them. Why?
Because we perceive meaning in them.

Returning to the example of hospitality, one such form of meaning is “communication.”
Automated checkouts may appear convenient, but they eliminate opportunities for face-to-face interaction. It is precisely within these lost moments of connection that meaning resides.
In this sense, “meaning” is, in essence, human value itself.

Only we, as humans, are capable of creating and experiencing it.

To better understand “going the extra mile,” imagine the following scenario:
You arrive at work one morning and are greeted by K, your manager, who has just returned from a vacation. She hands you a small, light-blue package.
After thanking her, you return to your desk and open it.

Inside is a neatly wrapped chocolate cookie, accompanied by a handwritten message:
“Thank you for always looking out for others, even beyond your own responsibilities. Thanks to you, I was able to truly enjoy my trip with peace of mind. I look forward to working together!”
This is based on a real experience. Later, I learned that each member of the team had received a similarly thoughtful, personalized message.

Giving souvenirs is not uncommon. But to go further—repackaging each item individually and adding a handwritten note of appreciation—this was something more.

Before I knew it, I had become not only K’s subordinate, but also her fan. I felt more motivated in my work and genuinely wanted to support her. The impression of that moment remains vivid to this day.
Giving a souvenir alone would have been enough.

But choosing to go further—to do something that may not have been necessary, yet would bring joy to another—this is where meaning is created.

It is within such “extra” and seemingly “unnecessary” acts that meaning resides. And it is this meaning that moves people. This episode illustrates the very foundation of fan-building.

Becoming someone who is supported—someone with fans—may seem complex. But in essence, it may be closer to something simpler: making others feel genuinely cared for.
After all, “to support and be supported” is not so different from “to love and be loved.”

Asking yourself, “Would this make them happy?” and acting with that intention is the first step toward being supported. In other words, if you want others to support you, begin by caring for them—by understanding and valuing their perspective.

The protagonist is not yourself, but the other person.
Just as in business, where the user or customer is always at the center.

This is the fundamental principle of fan-building—an attitude that should be embraced not only by individuals, but by organizations as well.

To become an entity that is supported, it is essential to create “meaning.” And such meaning is only realized when it evokes emotion—when it moves people on a deeper level.
From here, let us explore the role branding plays in building an organization that people want to support.

It is often said that people are more likely to be emotionally moved—and prompted to take action—by those who share similar values and perspectives, as well as by authentic, human stories.

For example, I personally participate in fundraising activities for UNICEF. What initially motivated me to get involved was not a statistic, but the story of a single child suffering in a conflict zone. While data such as “1,000 children have been affected” may certainly have an impact, it is often the voice of one individual child that creates a deeper sense of connection and emotional resonance.

Logic and data are important. However, numbers alone, while capable of informing, are often insufficient to truly move people to act. Objective data tends to remain just that—objective.
To transform the objective into something personal, quantitative research alone is not enough.

Qualitative insights are equally necessary. And for people to internalize an issue as their own and feel compelled to act, there must be human empathy—often conveyed through storytelling.
Products and services are ultimately created through interactions between people. As discussed in earlier sections, it is therefore inevitable that “meaning” becomes embedded within them.

Branding places strong emphasis on cultivating empathy and emotional value. It seeks to articulate and bring into focus the feelings and values a brand represents, translating them into clear, resonant expressions that foster genuine connection among consumers.

To summarize the discussion so far:

• As “meaning” becomes more highly valued than “function,” we are entering a “support-driven era.”
• To be supported, “gratitude” alone is not enough—what is essential is the ability to move people emotionally. It is through evoking feelings and fostering emotional engagement that true “meaning” is created.
• Because branding plays the role of generating emotional connection with a brand, it is branding that makes a significant contribution to fan-building.

And finally, a personal perspective to close.

In my view, people can broadly be categorized into four types:

1. Those who continue to take on challenges
2. Those who support those taking on challenges
3. Those who simply observe those taking on challenges
4. Those who do nothing and remain mere critics

Even when replacing “people” with “organizations,” this framework largely holds true. After all, organizations are ultimately a reflection of the people within them.

Which type do you consider yourself to be?
And which type would you want to support?

Personally, I would choose to work with—and support—those in category 1 or 2. While I do not deny the existence of the others, I find it difficult to feel compelled to support those in categories 3 or 4.
Perhaps the key to becoming an entity that others want to support lies somewhere within this distinction.