Burson Study Quantifies Reputation as Trillion-Dollar Asset in Global Economy

Burson’s landmark report, The Global Reputation Economy: A New Asset Class for a New Era, reveals that corporate reputation now carries measurable financial value. Companies with strong reputations earn up to 4.78% in additional shareholder returns, creating a $7.07 trillion “Reputation Economy” reshaping global markets and investor expectations.  

In the world of business, reputation has long been considered an intangible quality, a soft asset that could influence consumer trust, employee loyalty, and stakeholder confidence but remained elusive when it came to hard financial measurement. Now, a groundbreaking study by Burson has shifted that paradigm, offering empirical evidence that reputation is not only a powerful driver of corporate success but also a quantifiable financial asset. The report, titled The Global Reputation Economy: A New Asset Class for a New Era, reveals that companies with the strongest reputations can achieve nearly five percent in additional shareholder value, a phenomenon Burson has termed the “Reputation Return.”  

The findings are striking. According to the analysis, reputation can deliver as much as 4.78% in unexpected annual shareholder returns, above and beyond what would be predicted by traditional financial performance metrics. This revelation effectively transforms reputation from a nebulous concept into a measurable economic force. Burson estimates the global “Reputation Economy” to be worth an astonishing $7.07 trillion, underscoring the scale at which reputation now operates as a driver of value creation in markets worldwide.  

For decades, corporate leaders and communications professionals have argued that reputation matters, pointing to crises that eroded trust and brand equity or to celebrated companies whose reputations helped them weather storms and attract investment. Yet the challenge was always quantification. How could reputation be measured in terms of shareholder value? Burson’s study addresses that challenge head-on, using rigorous analysis to demonstrate that reputation is not merely a qualitative advantage but a financial asset with tangible returns.  

The report examined a wide range of companies across industries and geographies, calculating the magnitude of reputation’s impact on shareholder value. The results showed that the “reputation return” could vary dramatically depending on the strength of a company’s reputation, ranging from as little as $2 million to as much as $202 billion in unexpected shareholder returns. This variability highlights both the opportunity and the risk: companies with strong reputations stand to gain significantly, while those with weaker reputations may miss out on billions in potential value.  

Burson’s analysis arrives at a time when global markets are increasingly shaped by intangible assets. In the digital era, brand equity, intellectual property, and customer trust often outweigh physical assets in determining corporate worth. Reputation, once considered too elusive to measure, now joins this roster of intangible yet financially potent assets. The implications are profound. Investors, boards, and executives can no longer afford to treat reputation as a secondary concern. Instead, it must be managed, protected, and leveraged with the same rigor applied to financial performance, innovation, and operational efficiency.  

The study also reframes the conversation around corporate responsibility and stakeholder engagement. Reputation is not built solely on marketing or public relations; it is forged through consistent behavior, ethical governance, transparency, and responsiveness to societal expectations. Companies that demonstrate integrity, sustainability, and accountability are more likely to earn reputational strength, which in turn translates into measurable financial returns. In this sense, the “Reputation Economy” is not just about shareholder value but about aligning corporate behavior with the values of employees, customers, regulators, and communities.  

Burson’s findings resonate with recent global trends. In an era of heightened scrutiny, where social media amplifies both praise and criticism, reputation can be built or destroyed faster than ever before. A single misstep can trigger a crisis that erodes billions in market capitalization, while a strong reputation can act as a buffer against volatility. The report suggests that companies with strong reputations are better positioned to attract investment, retain talent, and maintain customer loyalty, all of which contribute to the unexpected returns quantified in the study.  

The scale of the “Reputation Economy” is particularly noteworthy. At $7.07 trillion, it rivals the GDP of major economies, underscoring its significance as a global asset class. This valuation elevates reputation to the same level of importance as traditional financial indicators, making it a critical factor in corporate strategy and investor decision-making. For companies, the message is clear: reputation is no longer a soft asset but a hard currency in the marketplace.  

The report also challenges conventional wisdom in financial analysis. Traditional metrics such as earnings, revenue growth, and market share remain essential, but they do not capture the full picture. Reputation adds a layer of value that can significantly alter shareholder outcomes. By quantifying this layer, Burson provides investors with a new lens through which to evaluate companies, one that incorporates both financial performance and reputational strength.  

For corporate leaders, the implications are both inspiring and daunting. On one hand, the ability to measure reputation offers a powerful tool for demonstrating value to shareholders and stakeholders alike. On the other hand, it raises the stakes for reputation management. Companies must now recognize that reputation is not just about perception but about financial performance. Mismanagement of reputation can result in lost value, while strategic cultivation of reputation can deliver unexpected returns.  

Burson’s study is likely to spark debate among economists, investors, and corporate strategists. Some may question the methodology or argue that reputation remains too subjective to be fully quantified. Yet the report’s findings are difficult to ignore. By demonstrating a consistent correlation between reputation and shareholder returns, Burson has provided a compelling case for treating reputation as a new asset class.  

The broader implications extend beyond individual companies. As reputation becomes a measurable economic force, it may influence regulatory frameworks, investor expectations, and corporate governance standards. Regulators may demand greater transparency in how companies manage reputation, while investors may incorporate reputational metrics into their decision-making processes. Boards may place greater emphasis on reputation in evaluating executive performance, recognizing its direct impact on shareholder value.  

The emergence of the “Reputation Economy” also raises questions about inequality among companies. Those with established reputations may enjoy disproportionate advantages, while newer or less reputable firms may struggle to compete. This dynamic could reshape competitive landscapes, favoring companies that invest in reputation-building strategies. At the same time, it creates opportunities for companies to differentiate themselves through ethical practices, innovation, and stakeholder engagement.  

Burson’s report ultimately positions reputation as a cornerstone of modern capitalism. In a world where trust is fragile and transparency is demanded, reputation is both a shield and a sword. It protects companies from crises and empowers them to seize opportunities. By quantifying its value, Burson has elevated reputation from a soft concept to a hard asset, reshaping the way companies, investors, and stakeholders understand the drivers of economic success.  

As the global economy continues to evolve, reputation will play an increasingly central role in shaping corporate fortunes. The “Reputation Economy” is here, and it is worth trillions. For companies, the challenge is clear: reputation must be managed not just as a matter of perception but as a matter of financial performance. For investors, the opportunity is equally clear: reputation offers a new lens for identifying value in the marketplace. And for society, the promise is profound: companies that earn strong reputations do so not only by delivering financial returns but by aligning with the values and expectations of the communities they serve.  

Burson’s landmark study has opened the door to a new era in global business, one where reputation is recognized as a measurable, valuable, and indispensable asset. The “Reputation Economy” is no longer a theory; it is a reality, reshaping markets, redefining success, and reminding us that in the end, trust is worth trillions.