2021年美国银行业品牌洞察报告.docx

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1、Welcome04 Strong Brands ThriveAmy Fenton Chief Client Officer, North America, Kantar04ContentsOutlook76 China Recovery Example80 Disruption: The New Normal J. Walker Smith, Chief Knowledge Officer, Brand & Marketing, Kantar01Introduction08 Overview12 BrandZ Stock Portfolios 16 Cross Sector Trends 20

2、 Takeaways22 Diversity and Inclusion 32 Sustainability82 The Next MarketplaceDon Abraham, Senior Partner Kantar86 A Conversation: Loyalty and Home Centricity90 Media InvestmentGregory Aston, Global Chief Research OfficerMedia Division, Kantar02BrandZ Analysis41 Introduction42 Brand Equity, Trust,and

3、 Reputation05Resources98BrandZ Valuation Methodology10 BrandZ Going Global106 BrandZ China Insights46 impact of the Pandemic108 BrandZ Building Brand Equity110 BrandZ Perspectives03The Banks Sector55 Summary Outlook56 Overview64 BrandZ Analysis70 Media Investment Profile114 Kantar Brand Building Exp

4、erts116 Kantar in the US118 BrandZ US Report Team120 BrandZ Brand ValuationContact Details72 Brand Building Action PointsWELCOMEStrong brands thrive despite volatile yearReport examines changing US brand landscapeAmerica is moving through one of the most difficult periods in its history. Besides bat

5、tling the COVID-19 pandemic, which has afflicted the entire world, Americans are responding to a divisive presidential election and the resurgent drive to build a more just society.Because of the central role brands play in American life, these forces present unique challenges and opportunities.Cons

6、equently, we marshalled our BrandZ analytics know-how, along with our capabilities throughout Kantar, to help brand marketers better understand changing American consumer behavior and navigate successfully in a future that promises to be filled with surprises and disruptions. Welcome to the BrandZ U

7、S Insights 2021 report.In the report introduction, we examine the cross-sector trends that are reshaping the US brand landscape, such as the pivot to home, the emergence of new occasions, and the changing nature of loyalty and trust. We also look closely at two key imperatives for brand growth: dive

8、rsity and inclusion, and sustainability. In the outlook section, Kantar thought leaders detail some of the most salient challenges facing brands going forward and we forecast changes in the media universe.The core of the report takes a deep dive into five critical sectors: Banks, Business Solutions

9、& Technology, FMCG, Media & Entertainment, and Retail. Proprietary Kantar research appears throughout the report, which is infused with the latest analysis and insights based on BrandZ, the world*s largest brand building platform.Our BrandZ analysis again confirms the importance of strong brands. Du

10、ring a volatile year, the share prices of strong brands declined less and recovered more quickly. And strong brands delivered superior shareholder returns. All of our analysis concludes with succinct, action- oriented recommendations to help brands most effectively build equity and value.We have the

11、 data, knowledge, experience, and expertise across multiple sectors to help you create the strategies and tactics necessary for building and sustaining valuable brands. To learn more about how we can put all this capability to work for your brand, please contact any Kantar team member. Or feel free

12、to contact me directly.Sincerely,Amy FentonChief Client Officer, North America, KantarAmy.FentonRegard for US brands rises despite disruptionsFuture requires insight into shifting attitudes, behaviors, and occasionsLike people worldwide, Americans endured the trauma of the COVID-19 pandemic, which i

13、n one year claimed over 500,000 lives in the US and crippled major sectors of the economy. Unlike the rest of the world, however, Americans simultaneously encountered the social disruption of a divisive presidential election and painful reminders of the nation,s unfulfilled promise of racial justice

14、. Brands adjusted to these forces and anticipated ongoing market turbulence.Early in the pandemic, brands encountered optimum conditions for competitive encroachment when shortages of essential products, combined with wide access to e-commerce, enabled people to easily find brand alternatives and ex

15、pand their repertoires.When social distancing limited out-of-home events and socializing, brands addressed new virtual occasions and routines. They pursued opportunities as remote working and learning accelerated expansion of the cloud, digital productivity tools, and other computing technologies.Af

16、ter political campaigning and the drive for racial equality triggered hateful and deceitful online content, brands responded to issues of responsibility and brand safety, and more brands took a stand for social justice, aligning with rapidly evolving societal attitudes. Diversity and Inclusion Kanta

17、rs US MONITOR 2020 research found that 79 percent of Gen Zers, 78 percent of Millennials, 65 percent of Gen Xers, and 61 percent of Boomers said it is important that the brands they buy take a stand to end racism. Sustainability The majority of Americans said that sustainability remains a critical c

18、oncern, according Kantars COVID-19 Barometer research. Trust Americans increasingly expected brands to inspire trust with consistent ethical behavior. Of the 75 brands valued for this report, the most trusted scored three times higher than the least trusted in Brand Power, a BrandZ measurement of eq

19、uity.Although the majority of Americans disapproved of the governments response to the pandemic, according to the Kantar COVID-19 Barometer, their regard for brands increased. In a comparison of 128 brands across 10 categories, BrandZ analysis found a rise in the percentage of consumers who thought

20、brands are worth what they costor even more than they cost.Market volatilityThe most valuable US brands excelled at the building blocks of brand equity: being Meaningful (meeting needs in relevant ways and/or building affinity), Different (being unique vs. competitors and/ or setting trends), and Sa

21、lient (coming quickly to mind). Strong equity helps brands navigate market volatility.This BrandZ US report looks broadly at the impact of the years multifaceted volatility on American brands, with an in-depth focus across five economic sectors: Banks, Business Solutions and Technology, FMCG, Media

22、and Entertainment, and Retail.BanksMany banks supported local communities and helped distribute government stimulus checks to small business and individuals. Seen as part of the solution, banks gained in trust, having spent over a decade since the financial crisis being seen as part of the problem.B

23、usiness Solutions and TechnologyThe shift to remote working and learning accelerated the growth of cloud computing, especially among small- and medium-size businesses, and it opened brand opportunities and competitive challenges in a sector with increasingly porous borders.FMCGSafety and hygiene con

24、cerns drove exceptional demand for essential household merchandise, while the decline in out-of-home occasions challenged beverage and alcohol brands, fueled the growth of food brands, and changed beauty regimens. Brands found opportunities in new occasions and habits.Media and EntertainmentMedia br

25、ands renounced abhorrent online reactions to the presidential election and the racial justice movement, and contended with brand safety issues and depressed ad sales. Streaming brands reacted creatively to the spike in demand for at-home entertainment.RetailWhen pandemic-related safety concerns redu

26、ced traffic in physical stores and restaurants, and more people rushed online, retailers and brand manufacturers that were prepared for the omnichannel transformation generally thrived, while other struggled to remain relevant.The pandemic and social discord were not simply one-off events; rather, t

27、hey were part of a pattern of ongoing disruption that has characterized the twenty-first century, starting with the attack on America on September 11, 2001, and continuing through the global financial crisis of 2008-2009 until now. Market volatility is likely to continue.聊7EAN FOOD!STRUCK. 8mLNew im

28、perativesIn an assessment of the future, called The Next Marketplace, Kantar envisions an era of ongoing disruption during which business will need to improve its ability to predict surprises like the pandemic. Brands also will need to adjust for the consumer attitude and behavior changes about trus

29、t, loyalty, and the role of brands.Trust is critical for strengthening brand equity. But the drivers of trust are changing. Consumer trust has depended mostly on consistent delivery of promised products and services. While this aspect of trust is still important, cultivating and sustaining trust inc

30、reasingly depends on consistent ethical behavior.The pandemic changed the drivers of loyalty. Because of product shortages, the invention of new home occasions, and the availability of wide choice in the long tail of e-commerce, people sequestered at home increased their brand repertoires. Brands ar

31、e challenged to retain their customers and find new ones.Remaining relevant during the pivot to home requires brands to understand and support new home-based occasions, while boosting omnichannel capabilities for online-offline convenience and flexibility. Additionally, brands need to reimagine phys

32、ical spaces, such as retail stores and fast food restaurants, to engage people with experiences that draw them away from home.Consumers worldwide expect companies to show concern for all their stakeholders. Kantars COVID-19 Barometer found that people see taking care of employees as the top priority

33、 for companies, followed by their activities as corporate citizens and then their responsibilities as suppliers of consumer needs.A majority of Americans, 81 percent, agreed that the nation is in the middle of a cultural revolution. Fairness, justice, and empathy are among the most important values

34、to Americans, according to Kantars US MONITOR 2020 research. Among the many actions that brands can take to successfully navigate this period of sustained disruption are: Reassess customer needs and values to anticipate new opportunities and occasions; Put hygiene at the core of the business as a fu

35、ndamental consumer expectation; and Find new and unexpected partnerships, sometimes with competitors, to achieve the shared goals of safeguarding the health of a business sector and the larger society.During this tumultuous time for Americaroiled by a global pandemic, political turmoil, and the driv

36、e for racial justicepeople doubted governmenfs problem-solving ability and expected brands to exhibit leadership. How brands respond to these heightened expectations, and to the competitive landscape post-pandemic, will influence their future success. As the pandemic illustrated, the ability to pred

37、ict surprises and identify change signals will be a chief competitive advantage.BrandZ Portfolios display resilience during volatilityStrong brands again deliver superior shareholder returnsThe economic disruption caused by the COVID-19 global pandemic stressed stock markets and confirmed the resili

38、ence of strong brands. As typically happens during periods of volatility, the share prices of strong brands declined less and recovered more quickly. And strong brands delivered superior shareholder returns.Resilience Strong brands were resilient. At the start of the pandemic-during the five weeks f

39、rom February 14 to March 20, 2020-the MSCI World Index dropped 75 percent and the S&P 500 dropped 51 percent. However, the BrandZ Strong Brands Portfolio dipped just 42 percent, and the BrandZ Powerful Brands Top 10 Portfolio dipped only 37 percent.Recovery Strong brands recovered more quickly. Betw

40、een the steep stock market declines during the early days of the pandemic and September 2020, the average value increase of the BrandZ portfolios was 232 percent greater than the average value increase of the MSCI World Index and S&P 500. Similarly, two years after the 2008-2009 global financial cri

41、sis, the average value increase of the BrandZ Portfolios was 72 percent greater than the average value increase of the MSCI World Index and S&P 500.Returns Strong brands consistently delivered exceptional shareholder returns. From April 2006 to September 2020, the BrandZ Strong Brands Portfolio incr

42、eased 281.1 percent and the BrandZ Powerful Brands Top 10 Portfolio increased 416.3 percent. Over the same period, the MSCI World Index increased just 75.7 percent and the S&P increased only 165.7 percent.In concrete terms, $100 invested in 2006 would be worth $176 today based on the MSCI World Inde

43、x growth rate, and $266 based on the S&P 500 growth rate. That $100 invested in the BrandZ Strong Brands Portfolio would be worth $381. And invested in the BrandZ Powerful Brands Top 10 Portfolio, that $100 would have grown fivefold in value to $516.The determinative reason why the BrandZ Portfolios

44、 consistently outperform leading stock market indexes is the brand equity strength of the brands comprising the portfolios. Consumers view these brands as Meaningful (meeting needs in relevant ways and/or building affinity), Different (being unique vs. competitors and/or setting trends), and Salient

45、 (coming quickly to mind). US brands comprise around half of the BrandZ Strong Brands Portfolio.The BrandZ Powerful Brands Top 10 Portfolio includes seven US brands.Strong brands are more resilient during periods of volatility.At the start of the pandemicduring the five weeks from February 14 to Mar

46、ch 20,2020the MSCI World Index dropped 75 percent and the S&P 500 dropped 51 percent. However, the BrandZ Strong Brands Portfolio dipped just 42 percent, and the BrandZ Powerful Brands Top 10 Portfolio dipped only 37 percent.RESILIENCE | BRANDZ PORTFOLIOS VS. THE S&P 500 AND MSCI WORLD INDEXMSCI Wor

47、ld IndexS&P 500BrandZ Strong Brands PortfolioBrandZ Powerful Brands Top 10 Portfolio% decline in shareholder returns mid-February through mid-March 2020Source: BrandZ Data. Strong brands recover more quickly.Between the early days of the pandemic and September 2020, the average value increase of the

48、 BrandZ portfolios was 232 percent greater than the average value increase of the MSCI World Index and S&P 500. Similarly, two years after the 20082009 global financial crisis, the average value increase of the BrandZ Portfolios was 72 percent greater than the average value increase of the MSCI World Index and S&P 500.RECOVERY | BRANDZ PORTFOLIOS VS. THE S&P 500 AND MSCI WORLD INDEX+232%2008 Financial Crisis (after 2 years)COVID-19 Pandemic 2020(to Sept 2020)Ave