2026年亚太地区可信度指数报告

Believability Index 2026 - APAC INTRODUCTION We’ve found brands are dangerously overlooking areputational blind spot. They are over-investing invisible reputation management, like social medialistening and influencer relations, while unintentionallymissing the silent, behavioural shifts that impact thebottom line: when people move on without saying aword. Believability is what helps people regain control,identify issues and stop the bleeding.But that doesn’t happen overnight. It starts with Believability has become a fleeting, existentiallyprecious resource for leaders in any capacity.It’stable stakes for brands competing for dwindling loyalty in what could now be described as a fast-moving‘post-reality’ environment, yet corporate leaders aretrying to capture it using an outdated playbook.For the past decade, the communications industry has operated on a set of accepted assumptions:•Reputational risk is highly visibledelivering your core brand promise and is won in the sum of your smallest interactions.It is time to reframe reputation. It’s no longer just a •A single, powerful brand voice cuts through across markets•Consistent purpose and ethical frameworks arethe ultimate reputational shieldPublic Relations metric, but a critical commercial and Customer Experience (CX) indicator. When 93 percent of dissatisfied consumers in the region chooseto quietly walk away rather than publicly complain, thetrue cost of lost belief is measured in lost revenue, notjust negative headlines. •Online ‘cancel culture’ is an existential threat. The latest instalment of our Believability series, whichdelves deeper into what the concept means to people across Asia-Pacific, shows many of these assumptionsare being fundamentally challenged by shiftingconsumer behaviours.We are living in a period defined by AI slop, deepfakes,and made-up stories where truth has become fragmented. As people search for authenticity, we’veentered a Believability Economy underpinned bycredibility as a premium currency, with every brandcommunication serving as a transaction. As companiesnavigate an increasingly sceptical public landscape,we wanted to get a sense of how consumers acrossdiverse APAC markets decide what – and who – isactually worthbelieving in. METHODOLOGY,MODEL AND RATIONALE examine perceived believability of brands acrossAsia, including the sources consumers trust on high-stakes issues, and the direct impact of lost belief onconsumer behaviour. The findings are based on theresponses of 7,176 respondents across seven markets:Australia, Hong Kong SAR, Indonesia, Mainland China,Malaysia, the Philippines and Singapore, polled byYouGov between April and May 2026.Believability goes beyond basic credibility ortrustworthiness. It’s not just about what we know, but the Believability Index in 2019,after identifying whatwe described as a ‘post-truth’ period of mistrustand scepticism. We wanted to assess and quantifywhat it means for people to believe in their businessand political leaders, at a time when institutionalconfidence was becoming increasingly scarce.We’ve since extended that lens to media, climatecommunications and more heavily into politics to gauge the essence of believability throughgeopolitical shifts, a pandemic, global conflict and civildisillusionment. Most would argue that things haveexponentially worsened on the believability front inthose years, as misinformation and artificial intelligencemake people rightfully question absolutely everythingthey see and hear.Believability has become a critical strategic priorityfor brands amid a backdrop of synthetic content andhow we feel. This combination has a powerful influenceon decision-making and commercial behaviour.Data was weighted to provide a representative cross-section of the relevant adult populations aged 18 andolder in each respective market. exaggerated claims. Establishing and maintainingit is a powerful differentiator, but what constitutesbelievability is far from static, or one-size-fits-all. Rule 01The Silent Exit Rule 02Competence Over Purpose Rule 03The Authority Inversion Rule 05Different Generations Leave & Return on Different Terms THE SILENT EXITRULE 01 Crisis you can’t see isoften the one that coststhe most in the Asia-Pacific region is not a viral social mediabacklash, but rather the silent exit.For years, the communications industry has often equated reputational risk with public outrage. Significantinvestments are made in social listening tools, crisiswar rooms and review management to protect againstreputational damage online. But our data suggests thatthis visible outrage represents only a fraction of the actualcommercial risk.When consumers lose belief in a brand, an overwhelming93 per centacross the region take punitive action silently. This trend is universal, ranging from 89 per centin Hong Kong SAR to 95 per cent in Mainland China.Consumers stop buying (48 per cent), they quietly switchto a competitor (28 per cent) or they bec