Companies carefully nurture their brand names because they know it affects business: A good name can bring in higher returns. Is it time for countries to cultivate their own brands? In this opinion piece, Wharton marketing professor David Reibstein explains that nations should pay attention to how they are perceived by others.

We, at the Royal Commonwealth Society, strongly urge the UK government to address the potential diplomatic blowback, and damage to Britain’s soft power and to the economy, that will result if it continues to overlook the skilled workers of the Commonwealth. As the UK gazes on myriad European continental concerns, it must not forget its much wider international make-up of which the Commonwealth proudly plays its part.

What makes a country the best? Is it leadership? Military might? Economic strength? A rich and deep vein of culture and history? Freedom, a stable government and transparency when it comes to business and the political process? In a word, yes. All of the above contribute to how people perceive what makes one country better than another – and ultimately which one ranks as the best overall.

To understand soft power with Chinese characteristics, we must think of two key concepts in international relations of the Asian giant – peaceful development and a harmonious world. [...] Development as a clear gamble to consolidate its role of a power without threatening the role of any other, especially of United States, in a logic of non-confrontation, although it will extend its influence in Africa, Asia and Latin America. 

As Xi tries to increase China’s soft power, the last thing he wants is to cause the next global crisis or recession. The plot thickens when you consider the evolving nature of China’s role in the global economy.

Mr. Stavridis said Europe’s reliance on soft power—using aid and trade to encourage democracy and justice—would need to be paired with a hard-power strategy if the continent is to become effective in dealing with the challenge it now faces.

While China’s foreign policy has traditionally relied on economic leverage and “soft power” diplomacy as its primary means of power projection, Beijing has also been actively exploiting concepts associated with strategic information operations as a means to directly influence the process and outcomes in areas of strategic competition.

It turns out that the Chinese leadership has no problem with the idea of harnessing cutting-edge Western soft power for its own purposes. In fact, they seem convinced that no possible tool should be overlooked when it comes to moving the country on to the next stage in the process that China’s Little Helmsman, former leader Deng Xiaoping, decades ago designated as the era in which “to get rich is glorious."