Years ago, while working with a global sweetener brand, I had an experience that perfectly captured the importance of consumer insights. I was involved in research for a new product launch, conducting focus groups to understand consumer sentiment about the product’s attributes.

However, instead of focusing solely on the topic at hand – taste, packaging or sweetness levels, for example – participants kept bringing up bigger concerns, such as health effects, artificial ingredients and even the troubling history of sugar production. I realised that these weren’t just passing preferences; they were deeply rooted opinions shaped by personal experiences and larger societal issues and far more influential in shaping consumer views about the product than any surface marketing concerns.

This reinforced for me something very important: brands need to stop seeing people merely as consumers. They should recognise them as individuals with concerns, values and histories. When companies embrace this perspective, they not only build genuine relationships with consumers but also become part of – not sit outside – the meaningful conversations happening in society.

1. Start by looking outside the brand

Too often, brands see consumers only in relation to their products and KPIs. This approach misses the bigger picture. Potential customers might avoid sugar not just for health reasons but because of any of the other concerns mentioned above. If a brand doesn’t consider these broader influences, it will never fully understand its audience or the opportunity it has.

A more effective approach is to look at how a product fits into people’s lives even before developing or marketing it. Why? Because when brands understand people’s motivations first, they can create offerings that feel more relevant. This means not just testing the product once it’s nearly finished, but shaping it from the outset, leading to greater commercial success and lower development costs.

Companies also need to break down internal silos. Too often, corporate social responsibility and ESG exist as separate departments, treated as obligations rather than as core business priorities. How often do these teams truly collaborate with product or marketing teams to shape innovation or marketing based on the role the brand wants to play in society? If brands want to understand how their products and services fit in society, and thus create meaningful impact, ESG can’t be an isolated function.

2. Integrate consumer insights from the start

Traditionally, companies use consumer research defensively. They test products and messages to prevent missteps. Sure, this can be useful, but it often happens too late. By the time they gather feedback, they’ve already invested heavily in development. If they find an issue at that stage, making changes can be expensive and complicated.

Instead, brands should use insight proactively. When research informs product development and messaging from the beginning, companies can create offerings that truly resonate.

3. Be obsessed with understanding people

A great example of this mindset is Apple. There’s an urban legend that Steve Jobs used to hide in the bushes outside Apple stores just to watch the way people reacted to their new products as they walked out.

When brands take the time to understand people’s motivations, they build deeper, more trustworthy relationships. I’ve worked with companies that see people as consumers. But if my next client happens to be a charity, that company will view people as donors, political parties will treat them as voters, and so on. But at the core, it’s the same individuals seen through different lenses. The key is to recognise people in their full complexity, not just through the narrow scope of an organisation’s objectives.

4. Give people a voice

Despite the benefits, many brands still fail to give people a meaningful voice. As discussed above, research is often planned around company objectives rather than real consumer concerns. We’ve all seen surveys and focus groups that rely on preset questions that, instead of discovering what truly matters to people, end up validating assumptions.

This is especially critical today when misinformation is widespread and trust in institutions is declining. Many brands shape narratives to suit their agendas rather than seeking honest insights. Businesses have the opportunity to not simply seek answers to their questions but to give people a voice on the issues that matter to them, and thereby position themselves as part of the solution, not part of the problem.

5. Trust is the currency of modern branding

Numerous surveys (including one by Gallup) show that trust in institutions is fading, but authentic consumer insights can offer a counterbalance. They can provide an evidence-based understanding of what people think and feel, rather than just what companies want them to believe.

Trust is now one of the most valuable assets a brand can have. It’s been shown time and again that people are willing to pay more for brands they trust (15% more according to a recent study). This means that companies that commit to transparency and really listen to their audiences will be the ones that stand out.

Artificial intelligence, for instance, is reshaping how businesses operate, but it has its limits. AI can generate quick, cost-effective insights, but it can’t grasp human trust or emotion. Brands that rely too heavily on AI risk losing their deeper connection with people. Companies that take the time to understand their audience on a human level will have a powerful advantage.

The future belongs to those who move beyond surface-level data. It’s not just about tracking purchases; it’s about understanding the broader context of people’s lives – who they are, what they care about and what they stand for. Brands that get this right will be the ones that earn lasting loyalty and long-term growth.

Article first published in Ad Age