It was standing room only at SXSW London’s session on Arena Thinking, where global brand leaders unpacked how reframing categories into “arenas” unlocks brand extensibility and exponential growth. As Interbrand’s Emma Ellis explained in the opening, the shift from product-centered marketing to experience-driven arenas has become the defining trait of today’s top-performing brands. The traditional brand-building playbook dominated by performance metrics and short-termism has left $3.5 trillion in brand value “on the table,” according to Interbrand’s 25-year analysis.

What sets winners apart? A willingness to see the brand not as a cost center, but as a revenue engine, a platform for creating temporary monopolies through bold, category-defying moves.

Four brands, Samsung, Uber, Mars Wrigley, and Essity, shared how this mindset is already transforming the way they innovate, grow, and engage.

Samsung: From Tech Innovator to Lifestyle Enabler

Samsung’s evolution from a noodle shop to one of the world’s most valuable brands has hinged on entering entirely new arenas. “We began as a noodle shop and became one of the world’s most valuable brands,” said Deborah Honig, CCO UK & Ireland.

Today, Samsung designs for possibility. With innovations like the Frame TV (a screen when on, art when off) and the Galaxy Ring, Samsung is moving beyond tech into lifestyle, health, and home. “We want to power what’s possible,” said Honig. Their goal: use AI and connectivity to make everyday moments effortless and intuitive.

Mars Wrigley: Nostalgia Meets Next-Gen Storytelling

Mars may be known for its confections, but Arena Thinking has pushed the 100-year-old brand into new experiences and expressions. VP Fabio Ruffet pointed to AI-powered brand storytelling and global collaborations that bring characters like the M&M’s to life in unexpected ways from fashion partnerships to Super Bowl moments.

Even in legacy categories, Mars is looking for emotional whitespace. “We’re listening to consumers to define the next meaningful use of our products,” Ruffet said, referencing gum used for focus and stress relief.

Essity (Bodyform): From Product to Period Equity

No brand has embodied activism-led arena expansion quite like Bodyform. “We shifted focus from liquid to women,” said Global Innovation Director Tanja Grubner. That move from pads to cycle care sparked a movement.

By launching the first ads showing red blood (not blue liquid), overturning 30+ media bans, and educating 42 million students globally, Bodyform has made period equity part of its business model. “90% of women once said they couldn’t talk about their period. Today it’s 24%. But we’re not done yet.”

Uber: Designing for Super Relevance, Not a Super App

Can Akar, Head of EMEA Marketing, pushed back on the “super app” label. “We’re not building a super app. We’re building super relevance,” he said.

That means delivering on Uber’s original promise, trust at the tap of a button, across new life contexts. Teen ride controls, price lock subscriptions, grocery delivery, and even restaurant reservations now fit within Uber’s expanding arena of everyday utility. AI is helping personalize it further, recommending rides based on timing and savings

📌 Key Takeaways

  1. Arena Thinking expands the brand’s playing field: Top brands aren’t defined by their product category but by the problems they solve and the roles they play in people’s lives.

  2. Samsung uses AI to power intuitive living: With 350+ connected brand partners, Samsung is building an ecosystem, not just selling devices.

  3. Essity’s social impact is a growth strategy: Empathy-driven innovation helped Bodyform break taboos and grow from €600M to €4B+.

  4. Uber scales trust, not just transactions: Its magic lies in simplifying daily decisions, from school runs to dinner reservations, making it indispensable.

  5. Mars Wrigley reinvents nostalgia through tech: M&M’s mascots and storytelling are now powered by AI and voice notes, creating brand moments far beyond the candy aisle.

  6. Long-term brand building wins over short-termism: The $3.5T gap in brand value growth reveals a missed opportunity for those overly focused on performance metrics.

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