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1、APPLE/GOOGLE/MICROSOFT/AMAZON/MCDONALDS/VISA/TENCENT/LOUIS VUITTON/MASTERCARD/COCA-COLA/ARAMCO/FACEBOOK/ORACLE/ALIBABA/AT&T/VERIZON/IBM/MOUTAI/HERMS/THE HOME DEPOT/NIKE/ACCENTURE/UPS/NVIDIA/TESLA/TELEKOM/T-MOBILE/STARBUCKS/WALMART/INSTAGRAM/MARLBORO/CHANEL/QUALCOMM/COSTCO/YOUTUBE/ADOBE/NETFLIX/LINKE
2、DIN/CISCO/DISNEY/XFINITY/TIKTOK/TATA CONSULTANCY SERVICES/TEXAS INSTRUMENTS/INTUIT/LORAL PARIS/SPECTRUM/AMERICAN EXPRESS/SAP/SALESFORCE/AMD/RBC/INTEL/WELLS FARGO/SAMSUNG/MEITUAN/HDFC BANK/UNITEDHEALTHCARE/HUAWEI/HAIER/XBOX/PAYPAL/TOYOTA/VODAFONE/JD/GUCCI/INFOSYS/TD/J.P.MORGAN/ICBC/SHEIN/MERCEDES-BEN
3、Z/MERCADO LIBRE/CHINA MOBILE/BCA/CHASE/AIRTEL/SIEMENS/COMMBANK/EXXONMOBIL/KFC/NONGFU SPRING/BANK OF AMERICA/LOWES/NTT/PING AN/IKEA/BMW/BUDWEISER/LANCME/AIA/PEPSI/DHL/RED BULL/ZARA/COLGATE/UBER/FEDEX/SHELL/SONY/PAMPERSWELCOME INFOGRAPHIC WELCOME WHAT IS KANTAR BRANDZ?030407INTRODUCTION&ANALYSIS131621
4、2324 OVERVIEW THE BIG PICTURE KEY RESULTS STOCK PORTFOLIO CROSS-CATEGORY TRENDS1MOST VALUABLE GLOBAL BRANDS485052 TOP 100 GLOBAL BRANDS NEWCOMERS TOP RISERS3CLIENT PERSPECTIVES2165168 AIA COCA-COLA HAIER HDFC BANK LORAL MONDELZ6HOW BRANDS CREATE VALUE3135384144 A SENSE OF DIFFERENCE SUSTA
5、INABILITY FOR ALL SUSTAINABILITY INFLATION&PRICING PRICING2THOUGHT LEADERSHIP637785933 BRAND STRATEGY CREATIVE GROWTH STRATEGY TECHNOLOGY&HEALTH INNOVATION MEDIA AI CUSTOMER EXPERIENCECATEGORY FOCUS5558677280 88 969128138146 THE CATEGORY STORY ALCOHOL APPAREL AUTOMOTIVE BUSINES
6、S TECHNOLOGY AND SERVICES PLATFORMS CONSUMER TECHNOLOGY AND SERVICES PLATFORMS FAST FOOD FINANCIAL SERVICES FOOD AND BEVERAGES LUXURY MEDIA AND ENTERTAINMENT PERSONAL CARE RETAIL TELECOM PROVIDERS45RESOURCES172 6189 BRAND VALUATION METHODOLOGY REPORTS&PUBLICATIONS ABOUT US OUR BRAND EXPER
7、TS KANTAR BRANDZ TEAM CONTACT USItallics denote THOUGHT LEADERSHIP featuresAPPLEGOOGLEMICROSOFTAMAZONMCDONALDSVISATENCENTLOUIS VUITTONMASTERCARDCOCA-COLAARAMCOFACEBOOKORACLEALIBABAAT&TVERIZONIBMMOUTAIHERMSTHE HOME DEPOTNIKEACCENTUREUPSNVIDIATESLATELEKOM/T-MOBILESTARBUCKSWALMARTINSTAGRAMMARLBOROCHANE
8、LQUALCOMMCOSTCOYOUTUBEADOBENETFLIXLINKEDINCISCODISNEYXFINITYTIKTOKTCS*TEXAS INSTRUMENTSINTUITLORAL PARISSPECTRUMAMERICAN EXPRESSSAPSALESFORCEAMD622324252627282930337383940447484950RBCINTELWELLS FARGOSAMSUNGMEITUANHDFC BANKUNITEDHEALTHCAREHUAWEIH
9、AIERXBOXPAYPALTOYOTAVODAFONEJDGUCCIINFOSYSTDJ.P.MORGANICBCSHEINMERCEDES-BENZMERCADO LIBRECHINA MOBILEBCACHASEAIRTELSIEMENSCOMMBANKEXXONMOBILKFCNONGFU SPRINGBANK OF AMERICALOWESNTTPING ANIKEABMWBUDWEISERLANCMEAIAPEPSIDHLRED BULLZARACOLGATEUBERFEDEXSHELLSONYPAMPERS557585960667686
10、9707777879808878889909979899100THE TOP 100 MOST VALUABLE GLOBAL BRANDSTOP 10 RISERSBRAND VALUE CHANGE 2023 VS.2022+24%+17%+12%+15%+12%+11%+9%+9%+8%+8%$22,332 MTELECOM PROVIDERS$18,826 MFOOD AND BEVERAGES$22,684 MFINANCIAL SERVICES$8,234 MFOOD AND BEVERAGES$7,409 MFOO
11、D AND BEVERAGES$6,633 MFOOD AND BEVERAGES$30,938 MFINANCIAL SERVICES$11,442 MLUXURY$106,109 MFOOD AND BEVERAGES$10,652 MALCOHOLCATEGORY COMPOSITIONBRAND VALUE(US$M)BRAND VALUE CHANGE2023 VS.2022*Tata Consultancy Services$728,383 M$200,501 M$1,078,324 M$340,480 M$289,278 M$329,500 M$1,004,273 M$175,4
12、24 M$608,333 M$435,746 M$1,616,787 M$171,709 M$220,672 MBUSINESS TECHNOLOGY AND SERVICES PLATFORMSCONSUMER TECHNOLOGY AND SERVICES PLATFORMSFINANCIAL SERVICESAUTOMOTIVETHE TOP 10BRAND VALUE(US$M)20222023-34%$141,020-11%$169,092-3%$191,109-34%$468,737-18%$501,856-30%$577,6830%$124,822THRESHOLD FOR EN
13、TRYBRAND VALUE(US$M)20062023NEWCOMERS&RE-ENTRANTSBRAND VALUE(US$M)+8%$106,109-6%$110,631$880,455-7%$17,814 M$18,554 M$22,068 M$17,952 M$18,826 M$22,332 M$17,376 M$18,360 M$21,764 M$22,684 M$24,250 M4 TOP BRANDS REPOSITION FOR LONG-TERM GROWTHWelcomeCHALLENGES AND BREAKTHROUGHSIn 2021 and 2022,by con
14、trast,Kantar BrandZs Global Top 100 posted yearly growth rates of 42%and 23%.During this time,investors pushed beyond the shocks of the COVID-19 pandemic to invest heavily in big-name businesses while consumers gravitated toward the reassuring safety of the brands they believed in.That was a good ti
15、me to be a strong brand.But so,too,is 2023 even if branded businesses have seen their stock prices affected by the investor worries and macroeconomic pressures that have dampened markets more broadly.Unique among brand valuation metrics,Kantar BrandZ has always paired up-to-the-moment financial anal
16、ysis with brand equity the strength of a brands connection with consumers.And what weve found this year is that from a brand equity perspective,consumers have retained their faith in the worlds biggest brands.These brands have remained marketplace standard-bearers of powerful consumer connections no
17、t in spite of this eras financial upheavals,but in many ways because of them.In every market,in every region,branded businesses continue to chart their course through a new age of disruption and volatility.Only in the tumultuous 2020s would the two biggest-ever yearly increases in the value of the G
18、lobal Top 100 be followed immediately by the rankings biggest-ever decline.And yet,with this volatility comes transformational change.Even after recording a 20%year on year decline for 2023,the$6.9 trillion total value of Global Top 100 still sits well above the rankings 2020 level of almost$5 trill
19、ion.And this$6.9 trillion also comes out higher than the value predicted by the rankings pre-pandemic growth trajectory.This year strong brand equity has also likely functioned as a bulwark against even steeper financial declines especially during the skittish early days of 2023.At the same time,str
20、ong brand equity has also given businesses the runway they need to make bold bets about the future of their industries.Indeed,this years Global Top 100 and category rankings feature many stories of brands embracing evolutionary change to grow beyond the trajectories of their categories.In particular
21、,the data suggests outsized benefits in todays business climate for brands that excel on pricing power and differentiation while continuing to meet evolving business standards around sustainability.Standing still is not an option.This decade,in the face of immense difficulties and considerable risk,
22、top brands have nevertheless revamped and digitalised their operations with unprecedented speed with huge implications for best practices around marketing,operations,and customer experience.Fast food brands,for instance,pivoted decisively toward delivery formats in the wake of COVID-19 lockdowns,whi
23、le automotive brands shifted toward electrification in response to consumer and government demands all at the same rapid pace that tech brands are now remodelling themselves around natural language processing AI.So far,regardless of category,the operational pivots that have fared best share one thin
24、g in common:They have married breakthrough innovations with longer-term,emotionally resonant brand building.This year,the Kantar BrandZ Global Top 100 Most Valuable Brands fell by 20%year on year,in a partial downward correction following two years of record highs.5WelcomeReaffirming the fundamental
25、sFor the past 17 years,through our work with the Kantar BrandZ database,we have been testing and refining a unique model of brand value.We start by examining relevant corporate financial data and stripping away everything that doesnt pertain to the branded business.Then we take the unique step of co
26、nducting ongoing,in-depth quantitative consumer research with more than 170,000 consumers annually,across more than 50 countries.The category-spanning,insight-laden report you have before you is the fruit of these considerable labours.How you read the report,whether from front to back or by skipping
27、 around,depends on your needs and time available.Whatever way you choose,I guarantee that your time will be well spent.To help you navigate through it,here is a guide to the major components:A proven approachThis winning formula is based on a profound business truth:one that has been tested and re-t
28、ested,challenged and re-confirmed,across all the work that we do.We began our Kantar BrandZ Global Rankings back in 2006.Over the years,Kantars data and modeling has indicated how brand value and branded business growth derives from three core building blocks:Meaningfulness,Difference,and Salience.B
29、rand attributes like Creativity,Innovation,Sustainability,and Trust all of which are measured in the Kantar BrandZ database ultimately contribute to a brands Meaningful Difference.Just two years into our project,in 2008,the global economy ground to a halt,and brands were tested in unprecedented ways
30、.So,too,was Kantars theory of brand value growth.But the data didnt lie:when the dust settled,it was clear that Meaningfully Different brands had retained more of their value during the initial period of the market crash,and captured more of the gains from the ensuing recovery once the economy got b
31、ack on track.Since then,our proprietary Kantar BrandZ database has expanded to include information from over 4.2 million consumers regarding their attitudes toward(and relationships with)21,000 brands across 540 categories in 54 markets.All of that has produced more than 5.4 billion data points.Sect
32、ion 1:Introduction Here we connect the dots,summarising the key developments and findings,suggesting brand building actions,and identifying cross-category trends.Section 2:How Brands Create Value A deep dive into three core topics that are essential to brand building today:the role of Difference,Sus
33、tainability,and Pricing in inflationary times.Section 3:The Global Top 100 Here youll find the full,detailed roster of this years top brands,plus analysis about year-on-year changes.Section 4:Category Focus Here we examine the dynamics and brand performance of 13 categories,alongside cutting edge in
34、sights and thought leadership from our global brand experts.Section 5:Client Perspectives Hear directly from our clients on not just how to survive,but thrive whilst navigating the current economic and consumer markets.Section 6:Resources The report concludes with all the resources,solutions,and con
35、tacts you need to support you on your brand-building journey.6WelcomeWe can helpThis report is a starting point.I urge you to follow up with the experts who contributed to it.We also have an extensive library of Kantar BrandZ country reports that sit alongside our annual Global Top 100 report;in the
36、m,you will find intelligence about brand building in key markets such as China,India,the UK,and the United States.I invite you to access the reports with our compliments at K the worlds leading marketing,data,and analytics company,Kantars expertise and technology resources are substantial,and includ
37、e over 25,000 people working with Kantar worldwide.As an indispensable brand partner to the worlds top companies,our holistic brand guidance approach combines innovation,experience,creative content,and media insights to optimise the marketing strategies that shape their future.Using the vast Kantar
38、and Kantar BrandZ reservoirs of intelligence,we can help you successfully navigate any challenges and fully seize emerging opportunities.I am available to personally discuss how we can help you and your brand succeed building valuable brands that enrich peoples lives.Please feel free to contact me d
39、irectly or reach out to any of our Kantar leaders listed in the Resources section at the end of this report.Sincerely,Chris JansenChief ExecutiveKDATAPOINTS5.4 BILLIONCONSUMERINTERVIEWS4.2 MILLIONBRANDS21,000CATEGORIES540MARKETS54THE DEFINITIVE GUIDETO BRAND BUILDINGWHAT IS?Kantar BrandZ ranks the m
40、ost valuable brands in the world.and shows you how to become one of them.It is the worlds largest,consumer-focused source of brand equity insight,which also powers our proprietary brand valuation methodology.Kantar BrandZ brings you industry-leading brand valuations,along with research from the worl
41、ds most extensive brand equity study:over 4.2 million consumer interviews covering 21,000 brands across 540 categories in 54 markets.This brand valuation series began in 1998 to help researchers,planners,and strategists better understand the brands they worked on.Our reports rank,analyse,and honour
42、the worlds top brands.Kantar BrandZ has become a global standard brand value ecosystem,featuring our flagship Global Most Valuable Brands ranking and report.It also features country and regional rankings across six continents,and world-class thought leadership on building strong brands.7We start by
43、examining relevant corporate financial data and stripping away everything that doesnt pertain to the branded business.We also conduct ongoing,in-depth quantitative consumer research with more than 170,000 consumers annually,and globally,to assess consumer attitudes about,and relationships with thous
44、ands of brands.Then a team of our analysts combine those inputs with a financial model of the business to determine the brands ability to generate value.The result is a holistic portrait of brand equity:one that incorporates how the market values a companys brand assets and how ordinary people do,to
45、o.The proportion of the total$value of the parent company that can be attributed to the brand in question,considering both current and future performance.The proportion of financial value generated by the brands ability to increase purchase volume and charge a premium.The amount that the brand contr
46、ibutes to the overall business value of the parent company.Kantar BrandZ valuations isolate the value generated by the strength of the brand alone in the minds of consumers i.e.with all other elements removed.HOW DOESWORK?820062023107%231%321%Kantar BrandZ research data is uniquely linked to financi
47、al outcomes.Our analysis has repeatedly proven that businesses that invest in their brands outperform the market and that investing in your brand remains the most powerful way to grow.Whats more,we can show you how.Our data and frameworks work to create a forensic portrait of a brands strengths,weak
48、nesses and opportunities,within one or many categories and markets.Get essential insight on category trends and macroeconomic shifts and how brands compare across crucial building blocks of brand value like Trust,Meaning,Innovation,Difference,and Responsibility.WHAT CANDO FOR YOU?9414%DELIVER SUPERI
49、OR SHAREHOLDER RETURNS STRONG BRANDS:ARE MORE RESILIENT IN TIMES OF CRISIS RECOVER MORE QUICKLYTHE BUILDING BLOCKS OF BRAND EQUITYBehavioural science has taught us that our brains store memories using three types of mental connection:knowledge,feelings,and experience.Brands with a balance of each co
50、me to mind most easily quickly activating the brains memory-retrieval processes.Effective marketing delivers all three:informing us of what a brand is or does;providing an emotional context and tapping into our emotional needs;and ensuring a positive experience of the brand when used.The strongest b
51、rands ones that have built up deeper and broader connections over time end up with three essential qualities:they are Meaningful,Different,and Salient to consumers.Brands with powerful connections are.Meaningful:The extent to which brands create clear and consistent functional and emotional connecti
52、ons with consumers.Meaningful brands meet peoples needs in a way that demonstrates warmth.Different:The extent to which a brand is seen to offer something that others dont and lead the way.Different brands are hard to substitute and often offer something new.Salient:The mental availability of the br
53、and-how quickly and easily it comes to mind when choosing between options.A brands most fundamental role is as a short-cut for decision-making.The most valuable brands in the world have built powerful connections allowing them to create shareholdervalue faster,resist market downturns,and recover soo
54、ner from recessions.Brands with powerful connections have three essential qualities:they are Meaningful,Different,and Salient.Dont just take our word for itUniversity of Oxfords Sad Business School has studied Kantar BrandZ brand valuations and compared them against the real-world ups and downs of b
55、usiness.They found that Kantar BrandZ equity metrics are an excellent predictor of abnormal business returns those not explained by historical share price performance and company results alone and that adding Kantar BrandZ measures to their models allowed them to predict business performance with 99
56、.5%accuracy.What they also found was that Difference contributed most to the best business results.10KANTAR BRANDZ ANALYSIS PROVES THAT STRONG BRAND EQUITY IS GROWING SHARE PRICES FASTER AND HIGHER OVER THE LONG TERM Kantar BrandZ strong brands portfolio had grown+228%vs.2006 share prices by Februar
57、y 2020In the absolute terms,over the next 3 years it has added a further+93%growthCompared to+69%for the S&P 500%Growth vs.2006To February 2020 and to April 20231S&P 500Kantar BrandZ Strong Brands February 2020 April 2023DISCOVER YOUR TOP BRAND EQUITY INDICATORS IN SECONDSKeep brand equit
58、y insights within your reach to build a strong brand and create powerful connections in the minds of consumers.Explore for free at Kantar BrandZ datawith a free brand assessment tool on Kantar Marketplace.Kantar BrandSnapshot powered by BrandZ delivers:Intelligence on your brands strengths and weakn
59、esses in an interactive dashboard Access to data from Kantar BrandZ,the worlds most extensive brand value study Quick reads on the performance of your own and competitor brandsINTRODUCTION&ANALYSIS1316212324 OVERVIEW THE BIG PICTURE KEY RESULTS STOCK PORTFOLIO CROSS-CATEGORY TRENDS13OverviewRESTART,
60、RELAUNCH,RE-ENGAGE KANTAR BRANDZ TOP 100 DECLINES AS BRAND VALUATIONS FALL BACK TOWARD HISTORICAL BASELINES OF GROWTHThat figure represents a step down from the record$8.7 trillion valuation achieved by the Global Top 100 in 2022.That high water mark was achieved following two successive record-brea
61、king years in which the Global Top 100 grew by 42%(from 2020 to 2021)and 23%(from 2021 to 2022).But at the same time,the worlds top brands are worth considerably more in 2023 than the$5 trillion in total value they achieved in 2020.Whats more,the Global Top 100 is currently worth some$1.8 trillion m
62、ore than the projected value suggested by the top brands pre-pandemic growth trajectory.In other words,the brand value growth of 2021 and 2022 represented an unprecedented,and temporary,growth spike.It was a period characterised by easy money policies that buoyed brand values generally,and high valu
63、ations of tech brands in particular(both of which have now come down to Earth).But even as this bull market has receded,top brands have still come out ahead of where they were at the dawn of the decade.This advancement reflects several permanent,structural advances around digital transformation,all
64、of which were accelerated during the pandemic:as consumers were stuck at home,brands rolled out new efficiencies,new services,and new forms of experience based on true omnichannel thinking.And top brands overall progress this decade also reflects a new consumer calculus around trust and value,as peo
65、ple responded to upheaval by flocking to the tried and true reliability of the worlds best-known companies.The Kantar BrandZ Top 100 Most Valuable Global Brands declined by 20%this year in the face of strong macroeconomic headwinds.Its total value now stands at$6.9 trillion.Brand value declines in t
66、he short-term but outperforms long-term growth trajectory14OverviewThe Global Top 100s short and mid-term growth trajectories are consistent with what we at Kantar have observed of branded businesses over the past year:Top brands are by no means immune to market swoons or economic shocks.At the same
67、 time,however,strong brands long-term equity with consumers can serve as a counterweight to more short-term drags on growth:forces like investment jitters,supply shortages,and price pressures.This same brand equity can also give businesses the runway they need to innovate at the vanguard of the disr
68、uptive technologies that are reshaping modern life.Indeed,what the data around the Global Top 100 doesnt suggest is that large,strong brands have lost ground to smaller challenger brands or commoditised alternatives.Instead,top brands have been affected by system-wide challenges that have dragged do
69、wn businesses large and small.These challenges include the ongoing war in Ukraine and rising raw material costs,as well as the knock-on effects of higher interest rates and slowing global growth rates.It was inevitable that the effects of these challenges would show up in the brand valuation data th
70、is year-especially in the absence of the kind of large-scale macroeconomic stimulus programs seen at the height of the COVID-19 pandemic.(Indeed,the current inflationary moment has called for monetary tightening.)The IMF now predicts a global GDP growth rate of 2.8%for 2023,down from 3.4%in 2022;maj
71、or stock indices,meanwhile,have swung down much more steeply.Unique among brand valuation metrics,Kantar BrandZ combines up-to-the-moment financial analysis with measures of more resilient forms of brand equity.This year,much of the brand value declines in the Global Top 100 come from the financial
72、side of the equations,as stock market prices and investor sentiment have both trended downward.This stock market downswing has been especially pronounced in the tech sector,which has faced setbacks across the board-whether in the form of increased regulatory scrutiny in the Chinese market;declining
73、subscriber growth in the streaming entertainment sphere;or the disruptive impact of natural language AI across search and social media brands.But a focus on financial market performance alone risks overlooking the larger story of how top brands have found their way through a difficult year.Firstly,i
74、t risks overlooking other aspects of brands overall business performance.You might not know it from looking at the stock market,but many top brands had strong or even record earnings this past year because of the ways that their brand equity allowed them to protect and even increase their profit mar
75、gins,even in the face of more volatile volume dynamics.In the FMCG categories,especially,analysts kept waiting for the moment when consumers would balk at price hikes for their favorite branded products but as of press time,that moment has not yet arrived.Its no accident that this year saw the re-en
76、try of five FMCG brands into the Kantar BrandZ Global Top 100 or that the luxury,fast food,and food&beverages categories proved the most resilient among this years category rankings lists.All of these achievements are testament to what Kantar calls Pricing Power:a measure of brands ability to set th
77、eir own prices(thanks to consumers willingness to pay a premium for that brands goods).15OverviewBrands that improved their Pricing Power over the past four years grew twice as fast as those that declined and also proved more resilient in 2023.Demand Power,or the ability to drive volume,proved less
78、important to brand value resilience over the past 12 months.But it was an important driver of mid-term value growth,as brands with high Demand Power increased in value by 146%over the past four years.Another big reason why top brands have been able to contain and lessen the impact of negative stock
79、market sentiment,is because they have continued to invest in positive consumer sentiment:in other words,in their brand equity.This year,the Global Top 100 are as Meaningful,Different,and Salient as ever.And its this very brand equity that will allow strong brands to thrive and lead in the years to c
80、ome.Indeed,one underappreciated consequence of 2023s high interest rates and sluggish stock markets is that startup and challenger brands now face diminished access to venture capital and IPO funding.As a result,it is the large,established brands who are now best positioned to advance the state of p
81、lay in their respected categories.Over the next several years,these large brands will have the chance to widen their advantages in areas like innovation and sustainable leadership.Whats more,thanks to their strong brand equity,these strong brands are also the players who are best positioned to convi
82、nce consumers to actually embrace new innovation and sustainability breakthroughs.The next few years,then,should not be a period where brands hunker down,suspend their brand building investments,or otherwise wait it out until sunnier economic forecasts emerge.Instead,the time is right for strong bra
83、nds,especially,to look beyond the challenges of the moment,and make strong investments in their own futures,and the future of society at large.Brands offer resilience but theres no silver bulletMarketing is a complex balance16What has been the wider context influencing this years Kantar BrandZ globa
84、l valuation results?Martin Guerrieria:Walker,whats your view on wider consumer attitudes and the global marketplace generally at the moment?Whats been their impact on this years results?J.Walker Smith:Well,Martin,its clear were in a moment of great volatility and uncertainty.The turn of the century
85、left behind a long period of relative stability a period economists refer to as the Great Moderation.Now,the events of the past few years have given consumers a foretaste of where the future is headed.For consumers,volatility means different expectations and needs,and in particular,there is a greate
86、r need for a strong,clear equity position from brands.But for brands,volatility means that old operating models may or may not align well with the marketplace.These models were largely developed during the latter half of the past century,during greater stability.We have seen already that in times of
87、 volatility,things like logistics,customer service,and forecasting will not work as efficiently as before.And this is not just because of down-swings.Too much business can be just as disruptive as too little.Volatility is about the swings from highs to lows.When faced with disruptions,lots of econom
88、ic research has shown that consumers tend to minimise their exposure to uncertainty by becoming more prudent and thoughtful.These downshifting effects can be long-lasting if nothing is done by brands to backstop consumer caution.This was seen in Kantars Global Issues Barometer tracking last year.Wor
89、ldwide,consumers have been showing more prudence not less shopping,just more demanding shopping.After an initial bump in worry as inflation took off,consumers began to pull in and adopted a wait-and-see attitude about shopping.To bring consumers out of their shells,brands must step up with more powe
90、rful value propositions rooted in the surety of strong brand equity.(See figure 1)Martin:Were certainly seeing this volatility reflected in our global valuation results this year,Walker;as a collective,Kantar BrandZs Global Top 100 Most Valuable Brands have declined by 20%in brand value versus this
91、time last year.Thats the largest single year of brand value decline weve seen since our global valuations launched in 2006.To frame the context behind this years Kantar BrandZ Most Valuable Global Brands results,Global Head of Kantar BrandZ Martin Guerrieria met with Kantar Knowledge Lead J.Walker S
92、mith in New York to discuss the implications for brand owners and some common misconceptions of brand valuation.The following is an extract of their conversation.CONTEXTUALISING 2023 THE CONSUMER FOUNDATION OF STRONG BRANDS AND BUSINESSESMartin GuerrieriaHead of Kantar BrandZInsights Division,K J.Wa
93、lker SmithKnowledge Lead,Global Consulting Division,K Global Results The Big Picturefig.1Consumers are concerned about.(Unaided Mentions,2022)Australia,Brazil,China,Colombia,Egypt,France,Germany,India,Kenya,Mexico,Nigeria,Philippines,Poland,Saudi Arabia,South Africa,South Korea,Spain,UK,USA39%24%47%
94、31%50%32%Economy(In general)Kantar Global Issues BarometerAll 19 Tracking MarketsInflation(specifically)May August October17What does a brands value really mean though?With most Kantar BrandZ Global Top 100 brand values down,surely theres not much growth insight available from this years results?Mar
95、tin:Well,interestingly,this years results are continuing the previous growth trend we were seeing,which began following the global financial crisis of 2008 and continued through to the point when COVID-19 struck the global economy in 2020.If you look at the time series share price performance of Kan
96、tar BrandZs most valuable global brands(see figure 2),theres a continuous trend line running through this entire period,which you can see extends through this years results too the outlying period was,in fact,the COVID inspired plummet in 2020 through to the all-time high in 2022.Walker:Long-term pa
97、tterns always show ups and downs.There is variability along the way as the trend line goes up.That is clearly the pattern here.The pandemic created an extraordinary premium on strong brands,and public markets piled in behind it.But this market exuberance has now calmed.The importance of brand equity
98、 has NOT declined.Consumers are drawn to strong brands more than ever.But the overreach of public markets has come back to trend if you will.That does not mean brand equity has declined!It means that the temporary bubble effect has abated,and markets have corrected.Martin:Yes,we should remember that
99、 there are two key inputs to a Kantar BrandZ brand valuation,which combines the perspective of both the market and consumers.Market perspectives are the most volatile and are greatly impacted by the global macro-economic picture;these factors are much less in the control of marketing teams.The consu
100、mer perspective,however,is typically less volatile,less impacted by macro-economics and reflects the consumer view of the brand versus competitors(the brands equity).This is much more within the control of marketing teams and is dependent on their strategy,level of marketing investment,quality of co
101、ntent,and so on.So,brand valuation very much has an instructive role to play for brand owners.The crucial part,though,lies not just in understanding a brands point in time dollar value,but how to diagnose it and create future value.Thats done by improving the part most influenced by marketing invest
102、ment the brands equity which,if strong or improving in strength versus competitors,provides the brand with the best opportunity to generate dollars for the owning business.This is where Kantar BrandZs valuation system really comes into its own providing a counterpoint to the tendency of brand valuat
103、ion to lean heavily towards measuring the market perspective only.Our valuations methodology uniquely combines rigorous financial analysis alongside a best-in-class brand equity measurement system(the Meaningful,Different,Salient Framework),all powered by a colossal historical database to provide ac
104、tionable recommendations that can be practically applied by marketing teams.Walker:Thats interesting,and its in that duality of the market and the consumer that we find the nuance that matters.As you note,the majority of brands in Kantar BrandZs Global Top 100 this year have been adversely affected
105、by the market side of the equationthe market reflects the wider financial environment,not just brands.And reactions to the broader economy are dragging aggregate brand values down.However,the core consumer-driven brand equity of all brands has not been impacted,at least not in a uniform way.Global R
106、esults The Big Picturefig.2Market shocks have reversed the optimistic market perceptions post-COVID.while brand equity and consumer perceptions have sustained brandsKantar BrandZ portfolio vs S&P 500 vs MSCI WorldApril 2006 April 2023Source:S&P Capital IQ and Kantar BrandZ Linear Trendline2006202310
107、7%231%321%18So,if brand value is a combination of the wider financial picture and the strength of consumer relationships,does that mean that this years results show that the marketing community hasnt been performing,and that marketing is becoming less of a worthwhile investment for brand owners?Mart
108、in:No,absolutely not!If we look at the brand equity of the Global Top 100 as a benchmark,the overall equity of these brands remains strong,suggesting that overall,good consumer relationships have been maintained by effective marketing investment.(See figure 3)We know that strong brand equity provide
109、s not only a platform for growth,but also a way to minimise the impact of a volatile market when times are tough.A key role of marketing therefore is to establish,improve,and maintain brand equity.Importantly,the goal is not stronger brand equity compared to all brands,but advantageous equity compar
110、ed to brands competing to meet the same consumer need.Walker:If I could paraphrase what youre saying,a stronger connection with consumers puts a floor under a brands position in the marketplace.Or to put it another the way,brand equity built with consumers is the ballast that stabilises the ship.It
111、is the baseline that is unaffected by the swings of investors.Martin:Precisely!Walker:Remember though,Martin,that equity-building should be more than just defensive.The other side of the disruption coin is dynamism.Disruption opens up opportunities.New realities mean that consumers want and need new
112、 solutions.Yet novelty is a risk.So,the paradox for consumers is finding something better without adding more uncomfortable risk and uncertainty.Brands with strong equity address this tension these brands can achieve that unique balance of being the safe choice for doing something new.I predict that
113、 volatility will usher in a new era for big brands.But they must move fast,because medium-sized brands are already making a run that could catapult them forward if they lead with equity-building.Martin:Yes,that makes a lot of sense,Walker.Despite all of this,it has still been possible to achieve bra
114、nd value growth in any category with the right balance(or ballast!)of existing brand equity alongside quality marketing strategy and investment.And were seeing examples of brands with strong equity outperforming categories where brand value has typically declined,and still achieving brand value grow
115、th.Indias Airtel and Chinas TikTok(Douyin)are two great examples.Global Results The Big Picturefig.3Despite volatility in brand value,Top 100 brands retain strong brand equityEquity pillars defined by Kantars Meaningful,Different,Salient framework.Global Top 100:2019 vs 2023Source:Kantar BrandZ All
116、brands in global Top 100 2019 and 2023Average 100fig.4Brands retaining strong equity are able to outperform their category peers even in categories where average brand value has declinedGlobal brand value%2022 vs.2023Global brand value%2022 vs.2023Brand equity(Meaningful Difference Index)Average bra
117、nd=100Brand equity(Meaningful Difference Index)Average brand=100Source:Kantar BrandZ Global Top 100 brand values,Communications providers India 2023,Online Sharing&Networking China 2022Telecom Providers Top 10Media&EntertainmentTop 10-10%-32%+24%+2%9395140142Returns to Top 100 in 2023Returns to Top
118、100 in 20231136121MeaningfulSalientDifferent 2019 202319Global Results The Big PictureWhat are the implications of this years results for brand owners and their marketing teams?Walker:The context of the moment calls for brands to focus on strengthening equity.And this is the challenge.Con
119、sumers look to brands for some sense of stability during times of volatility.Brands must double down on de-risking volatility,and that happens through stronger equity.This is an opportunity for brand owners to educate investors on the power of brand.Investors seem to place less value on brand than c
120、onsumers,and this is a missed opportunity.Investors lose confidence in brands quickly while consumers do not.Indeed,consumers act as a bedrock foundation for brand owners.The market perspective is best regarded as a multiplier for the value foundation created with consumers.When everything is workin
121、g in sync,brand equity is strongest.But even when investors and consumers are out of sync,strong equity with consumers persists.Martin:Yes,exactly youre saying that strong consumer confidence(brand equity)should be the catalyst for market confidence and investment!And lets also not forget the role o
122、f brand in justifying price.Strong brands are able to create and grow value share by supporting a comparatively high price another reason that strong brands should inspire confidence and investment.Walker:The other question is the sort of value that consumers are looking for now.Without getting into
123、 the long story,the answer is the human:the human connection,or analogue balance,in a digital world.That puts a premium on human-centricity from brands(the next step in customer-centricity)and human-infused experiences.A priority on all things human also elevates the importance of trust and of socia
124、l purpose,both of which are tied to stronger equity.Martin:Thanks for your time today,Walker.Different perspectives on these ever-changing results from year to year provide some continuously important and fascinating insights the measurement and interpretation of the brand equity picture is clearly
125、the key to unlocking movements in brand value and creating an action plan.This year weve uncovered yet again,that even in tough times establishing and maintaining strong brand equity is critical to resilience and future success.Walker:Couldnt agree more,Martin,and lets not forget that weve been disc
126、ussing the higher-level insights.Each individual brands story is more nuanced,but with the depth of data and expertise at our disposal,we can advise any business on how to build their brands for maximum impact.See you next year!Meet the next evolution of brand tracking technology on Kantar Marketpla
127、ce.Kantar BrandNow is a daily brand performance tracker to help you monitor your brand and competitors in real time.Supercharged with proprietary AI technology,BrandNow uncovers trends and forecasts to deliver true signals of your brand performance so you can invest your marketing resources in the r
128、ight place at the right time.Make the most of the only solution that can answer yourmarketing questions with a curated combination of short andlong-term measures in an easy-to-use dashboard.Request a demo at: Key ResultsKEY RESULTSThis year,some of the worlds most resilient top brands include Pepsi,
129、BCA,UnitedHealthcare,Coca-Cola,Nongfu Spring,and Costco,all of which grew their brand value in challenging conditions.By and large,consumer perceptions of the worlds strongest brands remain steady and strong despite stock market volatility.Without this brand equity edge,its likely that year-on-year
130、brand value declines among the Global Top 100 would have been steeper,perhaps wiping out medium-term brand value gains entirely.Finding safety in strong brandingThis year,brands retaining strong equity were able to outperform their category peers even in categories where the average brand value has
131、declined.This is especially true of this years top riser,the Indian telecom brand Airtel.Airtels strong brand equity has enabled the brand to justify its premium price at a time when hundreds of millions of Indians are adopting 4G smartphones.Airtels strong yearTOP RISERThis year features an incomin
132、g class of eleven newcomers to the Global Top 100.Of these,two brands are making their Top 100 debut led by Chinese apparel brand Shein,which is the top new entrant at number 70 in the 2023 rankings.Another nine brands are returning to the list after a hiatus.This group includes such well-known name
133、s as Pepsi,Red Bull,Colgate,and Sony among others.Eleven brands join the Top 100NEWCOMERSRESILIENCE21Key ResultsPRICING POWEROver the past decade,brands have increased their worth perceptions in consumers eyes.In other words,they have strengthened their ability to justify their price levels and thei
134、r ability to justify price increases.This year,and throughout the 2020s,this kind of Pricing Power has proven especially crucial:brands with higher Pricing Power those that are seen as being worth more have consistently outperformed their lower Pricing Power peers.Unlocking premium growthThis year,A
135、merican brands account for 55 of the worlds Top 100 brands and 75%of the Global Top 100s total brand value.The UK and Japan each grew their presence in the rankings by a brand apiece while Austria and Indonesia both returned to the Top 100 this year.15+217-1 Geographic diversity,US predominanceEXPAN
136、DING THE MAPThe fast food,luxury,and food and beverages categories retained the greatest share of their 2022 values in a year when all returning categories saw year-on-year declines.Luxury also stands out for demonstrating both short-term resilience(over the past year)and mid-term growth(since 2019)
137、a dynamic also present,to a lesser extent,in the performance of the consumer technology and alcohol categories.Resilient year for food and luxuryCATEGORY PERFORMANCEIn good times and bad,brand equity building blocks like Meaningfulness,Difference,and Salience remain the key to durable success.What w
138、orks best is constant innovation,investment,and improvement:Over the last four years,the brands that have seen the most pronounced increases in overall value are the ones that have improved their brand equity most dramatically.The engine of sustained growthBRAND EQUITY22#of brands in Top 10055USA-1E
139、urope13ChinaRest of World23 STRONG BRANDS ARE MORE RESILIENT IN A CRISIS AND RECOVER FASTER Stock PortfolioALL-WEATHER VALUEStrong brands provide stock market resilience during periods of volatility.When turbulence drives markets down,strong brands tend to decline more slowly,and when markets recove
140、r,strong brands rebound more quickly.Strong brands also turbocharge gains during periods of sustained economic growth.Over the 17 years in which we have been tracking the worlds strongest brands,the companies behind the top-ranking brands have outperformed stock market benchmarks.The value of the Ka
141、ntar BrandZ Strong Brands Portfolio increased 321%between April 2006 and April 2023,while the value of the Kantar BrandZ Top 10 Most Powerful Brands Portfolio increased 414%in both cases,well outperforming both the S&P 500 and the MSCI World Index(a weighted index of global stocks).What that means i
142、s that$100 invested in 2006 would be worth$207 based on the MSCI World Index growth rate,and$331 based on the S&P 500 growth rate.But that$100 invested in the worlds strongest and most powerful brands would be worth$422 and$514,respectively.This decade,after optimistic market perceptions bid up stoc
143、k market prices in 2021 and early 2022,a series of market shocks led to a period of downward adjustment.During this time,strong brands were able to put a floor on the negative business effects of stock market volatility by relying on the steadier forces of brand equity and consumer perception;withou
144、t these more resilient business drivers,its likely that brands bottom lines and market valuations would have fared far worse during the most volatile moments of 2022.Strong brands do far more than win press accolades and consumer recognition.The value of a brand has a clear,measurable link with the
145、share price of the company behind it.Market shocks have reversed optimistic market perceptions post-COVID.while brand equity and consumer perceptions have sustained brands Kantar BrandZ Portfolios vs S&P 500 vs MSCI World Index(2006-2023)Source:Kantar BrandZ,Bloomberg and S&P Capital IQ2320062023107
146、%231%321%414%CROSS-CATEGORY TRENDS A DIFFERENT PERSPECTIVE AI CHANGES THE GAME INFLATION AND INTEREST VALUE FROM ALL CORNERS DROUGHT ECONOMICS THE CHINA CHALLENGE GET READY FOR GENERATION ALPHA EXPERIENCE FREE-FOR-ALL INDIA RISING RETHINKING SEASONALITY BUNDLED UP24256171819202
147、27282930337383940447484950APPLEGOOGLEMICROSOFTAMAZONMCDONALDSVISATENCENTLOUIS VUITTONMASTERCARDCOCA-COLAARAMCOFACEBOOKORACLEALIBABAAT&TVERIZONIBMMOUTAIHERMSTHE HOME DEPOTNIKEACCENTUREUPSNVIDIATESLATELEKOM/T-MOBILESTARBUCKSWALMARTINSTAGRAMMARLBOROCHANELQUALCOMMCOSTCOY
148、OUTUBEADOBENETFLIXLINKEDINCISCODISNEYXFINITYTIKTOKTATA CONSULTANCY SERVICESTEXAS INSTRUMENTSINTUITLORAL PARISSPECTRUMAMERICAN EXPRESSSAPSALESFORCEAMD 880,455 577,683 501,856 468,737 191,109 169,092 141,020 124,822 110,631 106,109 105,800 93,024 91,992 91,898 88,999 88,976 87,662 87,524 76,299 74,954
149、 74,890 73,640 73,598 72,685 67,662 65,103 61,534 59,873 58,947 57,576 55,939 54,013 53,383 53,007 51,247 49,763 48,529 47,171 46,970 44,354 44,349 41,964 41,276 38,617 38,084 37,346 37,219 34,874 34,709 33,796 33,744 33,253 32,466 32,303 32,029 31,159 30,938 30,847 30,485 30,404 30,296 28,513 27,03
150、0 26,601 26,306 26,156 25,969 25,429 25,419 24,250 23,978 23,241 23,231 22,684 22,431 22,332 22,167 22,069 22,068 22,056 21,764 21,548 21,500 21,385 21,183 21,049 20,944 19,888 19,400 19,231 18,826 18,723 18,554 18,395 18,360 18,329 18,231 17,952 17,814 17,376 RBCINTELWELLS FARGOSAMSUNGMEITUANHDFC B
151、ANKUNITEDHEALTHCAREHUAWEIHAIERXBOXPAYPALTOYOTAVODAFONEJDGUCCIINFOSYSTDJ.P.MORGANICBCSHEINMERCEDES-BENZMERCADO LIBRECHINA MOBILEBCACHASEAIRTELSIEMENSCOMMBANKEXXONMOBILKFCNONGFU SPRINGBANK OF AMERICALOWESNTTPING ANIKEABMWBUDWEISERLANCMEAIAPEPSIDHLRED BULLZARACOLGATEUBERFEDEXSHELLSONYPAMPERS51525354555
152、65758596066768697077778798088788899099798991002023 MOST VALUABLE GLOBAL BRANDSOTHER798233013BUSINESS TECHNOLOGY&SERVICES PLATFORMS$501,856 M384262232425262728293033738394044748495
153、0APPLEGOOGLEMICROSOFTAMAZONMCDONALDSVISATENCENTLOUIS VUITTONMASTERCARDCOCA-COLAARAMCOFACEBOOKORACLEALIBABAAT&TVERIZONIBMMOUTAIHERMSTHE HOME DEPOTNIKEACCENTUREUPSNVIDIATESLATELEKOM/T-MOBILESTARBUCKSWALMARTINSTAGRAMMARLBOROCHANELQUALCOMMCOSTCOYOUTUBEADOBENETFLIXLINKEDINCISCODISNEYXFINITYTIKTOKTATA CON
154、SULTANCY SERVICESTEXAS INSTRUMENTSINTUITLORAL PARISSPECTRUMAMERICAN EXPRESSSAPSALESFORCEAMD 880,455 577,683 501,856 468,737 191,109 169,092 141,020 124,822 110,631 106,109 105,800 93,024 91,992 91,898 88,999 88,976 87,662 87,524 76,299 74,954 74,890 73,640 73,598 72,685 67,662 65,103 61,534 59,873 5
155、8,947 57,576 55,939 54,013 53,383 53,007 51,247 49,763 48,529 47,171 46,970 44,354 44,349 41,964 41,276 38,617 38,084 37,346 37,219 34,874 34,709 33,796 33,744 33,253 32,466 32,303 32,029 31,159 30,938 30,847 30,485 30,404 30,296 28,513 27,030 26,601 26,306 26,156 25,969 25,429 25,419 24,250 23,978
156、23,241 23,231 22,684 22,431 22,332 22,167 22,069 22,068 22,056 21,764 21,548 21,500 21,385 21,183 21,049 20,944 19,888 19,400 19,231 18,826 18,723 18,554 18,395 18,360 18,329 18,231 17,952 17,814 17,376 RBCINTELWELLS FARGOSAMSUNGMEITUANHDFC BANKUNITEDHEALTHCAREHUAWEIHAIERXBOXPAYPALTOYOTAVODAFONEJDGU
157、CCIINFOSYSTDJ.P.MORGANICBCSHEINMERCEDES-BENZMERCADO LIBRECHINA MOBILEBCACHASEAIRTELSIEMENSCOMMBANKEXXONMOBILKFCNONGFU SPRINGBANK OF AMERICALOWESNTTPING ANIKEABMWBUDWEISERLANCMEAIAPEPSIDHLRED BULLZARACOLGATEUBERFEDEXSHELLSONYPAMPERS557585960667686970777787980818283848
158、5868788899099798991002023 MOST VALUABLE GLOBAL BRANDSOTHER798233013BUSINESS TECHNOLOGY&SERVICES PLATFORMS$501,856 M384243444849505266CONSUMER TECHNOLOGY&SERVICES PLATFORMS$880,455 M99MEDIA&ENTERTAINMENT72$141,020 M$577,683 M641FINANCIAL SERVICES
159、69$169,092 M$110,631 M5356576747578828590RETAIL466472TELECOM PROVIDERS3737684FAST FOOD5$191,109 M2780LUXURY8$124,822 M193165FOOD&BEVERAGES10$106,109 M939181ALCOHOL1888AUTOMOTIVE25877162PERSONALCARE458995100APPAREL$468,737 M217094Cross-Category TrendsBRANDBRANDBRAND V
160、ALUE(US$M)BRAND VALUE(US$M)26AI CHANGES THE GAMEINFLATION AND INTERESTCross-Category TrendsThe first big announcements came in the business technology and media realms:from Microsoft to Google to Meta,major brands announced plans to fundamentally revamp their operations via the use of natural langua
161、ge processing AI.Then,brands in categories like personal care,retail,and apparel began to tout their own forays into generative AI with promises of new advances(and forms of personalisation)across customer service,design,innovation,and marketing.AI isnt new,of course:Kantar has incorporated AI into
162、its market research and testing tools for some time now.But its clear that the pace of technological progress in the AI realm has kicked into a new gear at the same time that the technology has reached a kind of cultural tipping point in the public imagination.Inflation became a top concern for gove
163、rnments and consumers throughout 2022 and the early months of 2023.Inflations impact on top brands has been more mixed,as many category leaders found that shoppers were actually willing to pay elevated prices for the things they loved most(for now).This year,the inflation story will be closely entwi
164、ned with the trajectory of banking interest rates(as central banks have turned to higher rates to bring prices down).If both high borrowing rates and high prices persist,consumers around the world will be more likely to delay big ticket purchases like cars and homes with large downstream effects on
165、the wider market.Already,in the financial services sector,high interest rates have pushed retail consumers toward CD and money market accounts,and away from stock market investment products.27Cross-Category TrendsVALUE FROM ALL CORNERSTHE CHINA CHALLENGEDROUGHT ECONOMICSHow can it be that in this er
166、a of elevated price inflation and recessionary scares,the sales of both fast food and luxury goods are proving resilient?One category,fast food,is known for its budget-priced indulgences while the other,luxury,is a budget-buster for all but the most affluent consumers.But what top brands from both c
167、ategories share is a tendency to excel in consumer perceptions of value:fast food is a great value for the money but so,too,are top luxury brands,because of the way their products represent a justified premium that will retain their value over successive years.This year,across most consumer-facing c
168、ategories from autos to alcohol brands luxury and low-cost propositions thrived,while offerings with more muddled value propositions struggled.In their search for growth,many top global brands are planning renewed pushes to woo Chinese consumers in the coming years.But they will confront an altered
169、competitive landscape now that China has opened up following the end of its Zero-COVID policy.Chinese apparel and personal care brands have gained ground on their foreign competitors and Chinas tech marketplace has become more inward-looking as well,in both the business and consumer spheres.In short
170、:the days when Chinese consumers automatically associate foreign brands with higher quality are over.Instead,foreign and local businesses alike will instead have to rely more on their own strong brand propositions and will be judged on the depth of their commitment to Chinas culture and consumers.Cl
171、imate scientists dubbed 2022 the year of the drought as countries around the world all saw some of their worst water shortages in decades and in the early months of 2023 the pattern began to repeat in regions like Southeast Asia.Last decade,some top brands in the FMCG and apparel industries made wat
172、er use a cornerstone of their sustainability strategies.This decade,water use is poised to become a broader-based sustainability must-do not least because of the brand reputation consequences of being deemed a water waster in markets where aquifers are running dry.28Cross-Category TrendsGET READY FO
173、R GENERATION ALPHAThe oldest members of Generation Alpha were born in 2010,meaning that they are just entering their teens while also entering a world transformed by cascading disruptions.Even more than their Gen Z predecessors,the occasions that define Generation Alphas adolescence will be defined
174、by public and private digital platforms.Their learning will take place not just in schools,but within the interfaces of ed tech platforms that blur the lines between schooling,gaming,and entertainment.Their socialising will take place within gaming arenas and private messaging servers.And their infl
175、uence on families shopping habits will occur not through grabbing items off of shelves,but by adding items to digital carts.Whats more,Gen Alpha stands poised to become the first generation to be AI native with respect to how they learn to think,create,travel,and socialise.EXPERIENCE FREE-FOR-ALLIts
176、 no secret that for FMCG and retail brands,especially,the COVID-19 pandemic further hastened the transition away from traditional experience formats:while well-designed,right-sized stores arent going away,omnichannel commerce is now the dominant paradigm.But the same has been true in other categorie
177、s as well.This suggests that when all is said and done,the 2020s will be the decade when sales and service channels changed forever,and all at once.In the telecom industry,for instance,a combination of the pandemic and eSIMS has lessened the need for traditional showrooms just as accelerated digital
178、 banking has affected bank branches in the finance category while a slew of new electric vehicle startups have disrupted dealership models in the auto category.29Cross-Category TrendsINDIA RISINGBUNDLED UPRETHINKING SEASONALITYIndia,which recently surpassed China as the worlds most populous country,
179、is now also poised to grow the fastest of any G20 country in the next several years.Thats good news for Indias strong collection of homegrown brands in sectors like finance and business technology.But India has also become key to the ambitions of many global brands as well.And so European luxury bra
180、nds are now staging fashion shows in Indias largest cities,as personal care brands work to reach new consumers in the countrys high-potential rural areas and small cities.In the past,navigating Indias local ownership and manufacturing rules has proven difficult for some global businesses(retailers e
181、specially)but top global brands are now making big bets on activities like auto manufacturing,smartphone assembly,and entertainment co-productions.The trajectories of two major business trends the rise of splashy multi-brand collaborations on one hand,and consumers reinvigorated search for value on
182、the other have come together to shape the contours of a third emerging practice:the rise of the cross-category bundle.Telecom brands now entice customers to their services by tying smartphone airtime to a bevy of entertainment subscriptions,banking offers,and even food discounts.Retail giants,meanwh
183、ile,have gone beyond free shipping to tie their membership programs to gas deals,streaming passes,and healthcare benefits(including pharmacy discounts and wellness app passes).Its a playbook that was pioneered by banks top-shelf,travel-oriented credit card offerings,as well as membership programs li
184、ke Amazon Prime and Costco Gold but that is now more available to all.As weather patterns change,societies patterns and rituals of seasonality are being scrambled around the world.This holds true for brands as well.In the entertainment and media sphere,consistent year-round drops make more sense for
185、 audience retention in the age of streaming than the old Fall-Spring release calendars do.In both the luxury and apparel categories,brands have found that they can reduce the need for sales by carrying more seasonless offerings.And in the retail category,brands have been trying to launch new sales p
186、eriods and promotions outside of the traditional shopping festivals in an effort to lower the make-or-break stakes of performing well during these holiday periods.HOW BRANDS CREATE VALUE3135384144 A SENSE OF DIFFERENCE SUSTAINABILITY FOR ALL SUSTAINABILITY INFLATION&PRICING PRICINGItallics denote TH
187、OUGHT LEADERSHIP features31Graham Staplehurst Thought Leader,Kantar BrandZ Why Difference?By their very nature,brands build mental connections with consumers.When strong enough,these mental connections encourage people to buy the brand again,on a more frequent basis and potentially for a higher pric
188、e.These connections can be quantified,too,by using Kantars Meaningful,Different,&Salient framework.Through this framework,we can measure how well brands are:meeting emotional and functional needs(Meaningful);coming readily to mind(Salient);and standing out from competitors(Different).This last eleme
189、nt,Difference,might seem like a tall order for brands in our connected age,in which good ideas can spread(and spawn imitators)at warp speed.But in fact,to be rated as Different,a brand doesnt have to be absolutely unique in every way.But what the data does show,is that for growing businesses,there d
190、oes have to be something in peoples memory separating this brand from that brand and brands that fail to articulate these distinctions risk falling behind.A SENSE OF DIFFERENCE LEARNINGS FROM KANTAR BRANDZ Ellie Thorpe Director,Kantar BrandZ fLearn more about Kantars brand growth solutions to unders
191、tand your opportunities,measure progress,and create value for your business.Thought Leadership Differentiation32A predictor of share growthDrawing on Kantar BrandZs vast database of consumer perceptions,we tracked a group of 1313 brands over a period of three to four years.Among those that increased
192、 their market share during this time,there is a clear pattern in the brand equity they had to start with.Namely:this growing group started out with a higher Difference compared to their Meaningful and Salient scores.In other words,these were the brands that,from the start of our measurement period,h
193、ad the strong potential to stand out memorably in consumers minds and had huge upsides for growth once this difference become better known and more meaningfully articulated.From there,we looked at the relationship between initial Difference scores and growth and found that brands with strong Differe
194、nce were twice as likely to grow as brands with weaker Difference.But Difference alone only gets you so far.In order to grow,brands need to:Ensure their Difference is relevant to people and can play a role in their lives Ensure people know about these emotional and functional benefits Take Tesla.Rel
195、atively unknown until recent years,Tesla always had a very strong point of Difference.Its EV expertise and innovation credentials were clear,but people didnt see how these cars could work for them.That changed as Tesla gradually became more relevant to people,helped along by the evolution of EV infr
196、astructure:it grew+42 Meaningful index points and+26 Salient index points over four years in the USA.Today,Tesla continues to strengthen its brand equity to support longer term growth.Thought Leadership DifferentiationOver-performance of growing brands on brand equity pillars (Versus expected levels
197、 of growth for size of brand)861019386MeaningfulDemand PowerSalientDifferent33Thought Leadership DifferentiationDifference is important but how do brands build it?Recently,an even wider investigation by Kantar Analytics Practice looked at 11,000 brand cases to uncover insights about brand growth.And
198、 what Kantar found was that there are many different ways brands can drive Difference.In particular,brand structures analysis identified four leading strategies:Category Leadership:Setting the trends and challenging the status quo Distinctiveness:A highly distinctive look and feel and a suite of ass
199、ets to reinforce this Emotive clarity:Building clear and strong emotional connections with consumers Functional benefits:Superior qualities that can help to set them apart from othersBut there are many other ways to drive Difference beyond this big four.Some of these aspects are physical,perceptible
200、,and easily measured.Others are mental,existing in the minds of consumers:their memories,knowledge,feelings,and experiences.Characteristics that contribute to a sense of Difference can be intrinsic:baked into the design,formulation,and intent of the brand.But they can also be extrinsic,drawing on as
201、sociations borrowed from the outside world and consumers social context.These many different factors interact with each other.For example,the price point,provenance,or exclusive distribution of a brand might connote quality.Similarly,a promotion using a celebrity athlete endorser might simultaneousl
202、y highlight a key ingredient of a brand,which in turn can be leveraged to connote superior speed or performance.Communications are clearly essential to educating consumers about the physical qualities of a brands offerings:qualities like ingredients,pack design,promotions,or even where to find the b
203、rand.But communications can also tell stories and continue to build important associations,whether thats around superior performance,category entry points,identification with user groups or simply a recognisable personality.Similarly,we find that innovation,CX management,and pricing policy can creat
204、e difference in the mind of the consumer.The many dimensions of DifferenceSustainabilityPride,security,statusUsers,endorsersOrigin,provenancePromotionsLogoCEPsPack,formatPrice point(s)Formulation,ingredientsExclusivityDistribution channels and locationsPartnerships,ecosystemRangeQuality34Thought Lea
205、dership DifferentiationDifference in action What are some real-world examples of the many dimensions of Difference?Category leadership:There are many brands in our global Most Valuable Brands set that have strong leadership credentials.But TikTok is the media and entertainment brand in our global ra
206、nking that is best known for shaking things up and really leading the way with its creativity,superior algorithm,and association with viral trends.Distinctiveness:Louis Vuitton has some of the most distinctive assets in the world,and successfully leverages these brand icons across its many ranges an
207、d partnerships(and also within its emerging forays into spaces like the metaverse).Luxury brands in general tend to have strong assets and the brands that leverage theirs effectively tended to demonstrate more resilience over the past year.Functional benefits:Superior taste has an important role to
208、play in supporting Difference for food and beverages brands.Doritos is particularly known for its superior flavour,standing out from other snacking brands in this regard.At the same time,Doritos also has strong distinctive assets,like its triangle shape demonstrating that brands can simultaneously l
209、everage multiple aspects to build their Difference.Emotive clarity:Brands that clearly embody one or two distinct,emotionally-driven personality types tend to do better than brands that straddle too many personalities,or that dont have much of a strong personality at all.Disney+,for example,has stoo
210、d out by mirroring its parent brands consistent personality archetypes.Thanks to its strong heritage,Disney is known as a Joker or a Free Spirit in every market covered by the Kantar BrandZ database.Ultimately,brands with strong emotive clarity are seen to be far more different than others and are h
211、ence more likely to justify their prices.Do people sense anything different about your brand?Difference is one of the biggest challenges facing marketers today.Its about more than simply being distinctive to aid your physical availability.Instead,brand marketing needs to build and consistently activ
212、ate the many differences that bring a brand to mind more easily.Over the longer term,as well,brands must work to refresh and reinforce those particular aspects of Difference that support higher margins in their categories.Thats because Difference is,in addition to all of its other virtues,also a maj
213、or driver of Pricing Power as we show elsewhere in this report.35Thought Leadership SustainabilityThroughout 2022,as Kantar tracked the salient concerns of people in 19 countries around the world,we saw a consistent pattern.War,the economy,and climate and environmental issues were a consistent top t
214、hree,with inflation and social issues tracking close behind.In September 2022,following an astonishing period of natural disasters across the Northern Hemisphere,concerns around climate and environmental issues leapt by 50%.In the third year of the UNs urgent Decade of Action,sustainability is a mas
215、s concern.Jonathan Hall Managing Partner,Sustainable Transformation Practice,Kantar Sarah King Senior Partner,Sustainable Transformation Practice,Kantar f Kantar Sustainable Transformation Practice:Access a global network of experts who will support you on your Sustainability strategy,innovation,act
216、ivation,and measurement.In 2022 we worked with 400 clients,including some of the worlds largest companies.SUSTAINABILITY FOR ALL MOVING TOWARD A NEW PRICING PARADIGM 36Foresightful brand owners have done well by identifying the need for sustainable options and have enjoyed the rapid growth that sust
217、ainable propositions deliver.Recently,researchers at New York University reported that the six-year CAGR(2015-2021)of sustainably marketed CPG in the US was nearly three times greater than that of conventionally marketed equivalents.When marketing sustainable options to consumers,brands have typical
218、ly focused on a segment we call Actives,who represent around 30%of people in most countries we survey.Actives are strongly motivated to act;feel they can make a difference through their choices and actions;and see living more sustainably as part of their identity.They are also relatively affluent,wh
219、ich is no surprise:our grocery panels show that across five major European countries,the supermarket products most distinctly favoured by sustainably active people retail at almost twice the category average.What does this economic skew mean for sustainable brands during tougher economic times?Peopl
220、e know sustainable options are expensive,and make their own decisions but elevated price positions everyday sustainability products as a luxury.And in a downturn,items we view as luxuries are typically more vulnerable to trading down and other consumer cutbacks.Sure enough,everyday sustainability sa
221、les have suffered,as people everywhere tighten their belts.Even so,75%of shoppers from all economic backgrounds tell us,I want to buy environmentally sustainable products,but brands will have to make sure I can still afford to do that.This suggests huge opportunity for brands that are prepared to lo
222、ok beyond niche audiences for brands,in other words,that are able to price sustainable options more accessibly to reach a wider range of consumers.The fact that not everyone buys sustainable is not for want of concern or appetite.70%of consumers surveyed by Kantar agree that:Although I cant afford t
223、o buy products that are better for the environment and society,it doesnt mean that I am less concerned about these issues.The need for sustainable action exists at scale,but is frustrated;people are left with their increasingly distressing concerns,but limited avenues through which to address them.I
224、n response to statistics like those seen above,commentators often talk of consumers value-action gap.But this framing can be unhelpful because of the way it places responsibility for change squarely on the end user even though many of those end users do not have genuine access to solutions.People ar
225、e prepared to play their part,but resent shouldering the blame for a lack of progress on sustainability especially when they feel that governments and businesses created this mess in the first place.Thought Leadership Sustainability37A different wayIt is time to address the value-action gap in busin
226、ess itself with the goal of finding new ways to make sustainable solutions more widely available.One option is to take a different view of costs.In 2020,for instance,management consultancy Kearney showed that the modest premium driven by more sustainable practices in production was then hugely ampli
227、fied by mark-ups added to more sustainable goods at every subsequent step of bringing a product to market.These practices resulted in the huge disparities we have just discussed.Elsewhere in this book,Kantar colleagues demonstrate that justifying a premium is one of the superpowers of a strong brand
228、.And it is clear there will always be a market for premium offers in sustainability where the customer sees value.But if justified premium is the only pricing model available for sustainable goods,brands will miss out on the mass market opportunity that lies before them.And they will also fail to me
229、et the strongly expressed needs of the many.There are clear risks to brands,both financial and reputational,for overlooking these needs:indeed,there is already evidence of people turning away from brands and categories where there are no affordable sustainable solutions that satisfy them.Alternative
230、 strategies need to be considered for selling sustainability.For starters,portfolio owners have an opportunity to defray costs across a range of price points.Mass market brands have the opportunity to drive revenue through demand power and increase their volume share:cost models demonstrate that as
231、volume increases,costs fall dramatically and predictably.Ultimately,wider audiences need to be addressed with more relevant propositions.Beyond the Actives lies a vast middle ground,the 59%comprised in our segmentation of Considerers and Believers.These groups are ripe for conversion if we can addre
232、ss the frictions they encounter and if we can innovate products,services,and business models that fuel adoption of sustainability as part of the entire proposition.The truth is that very few people,Actives included,are driven primarily by sustainability.But very many are at least partly driven by it
233、 and sustainability becomes very powerful when aligned with category drivers such as performance,quality,efficacy,safety,health,and design excellence.In the long run,moving fast to democratise sustainability is less costly than moving slowly.This is about a mindset change,about how we perceive the w
234、orld we now live in.When the digital transformation came,how many still-successful businesses decided they need not engage with it?Sustainability is not a niche or a fad.And ultimately,it is not negotiable.This future is already here;brands that grasp the disruptive change this implies,and work with
235、 it,can win in the marketplace.Thought Leadership Sustainability38SUSTAINABILITY INSIGHTSLESSONS FROM THE KANTAR BRANDZ DATAFirst,though,its worth understanding just what it means to be a sustainable brand in 2023.Kantars analysis team segments brands into four sustainability buckets based on consum
236、er perceptions:Focused;Leading;Lacking;and Fair Share.Whilst you are known for one aspect of sustainability,you may need to adopt a broader approach in order to be seen as a Sustainability leader.With Sustainability as a small but important lever to drive volume share and justify pricing,its time to
237、 consider if Sustainability merits a higher profile within your organisation.Whilst you are ahead of others in this area,you will need to continue to evolve and communicate your Sustainability credentials to maintain your leading position.With Sustainability as a small but important lever to drive v
238、olume share and justify pricing,settling for a fair share could be a missed opportunity.The exact initiatives that separate Leading brands from Fair Share brands on sustainability varies from category to category and market to market,and is driven by both consumer preferences and government standard
239、s.Globally,however,across all brands analyses by Kantar BrandZ,the prevalence of each segment breaks down this way:As Sarah King and Jonathan Hall note in their thought leadership piece on sustainability,consumer research shows that while very few consumers are driven primarily by sustainability ver
240、y many are at least partly driven by it and sustainability becomes very powerful when aligned with category drivers such as performance,quality,efficacy,safety,health,and design excellence.Kantar BrandZ data bears this conclusion out.Creating Brand Value SustainabilitySustainability TypeSustainabili
241、ty Type:Kantar BrandZ global database39By and large,the brands with the highest sustainability credentials tend to be smaller challenger brands that are not necessarily seen as more expensive.However,brands that focus on sustainability but lack brand building basics are unable to justify the higher
242、price that sustainability otherwise affords.Within the 2023 Kantar BrandZ Global Top 100 more specifically,the sustainability math varies widely.On average,sustainability perceptions contribute 3.3%to the average brand value in the Global Top 100;that nets out to a total sustainability contribution
243、of$193 billion in brand value for the worlds top brands.But on the level of individual Global Top 100 brands,sustainabilitys importance as a value driver can fall anywhere within a range of.5%to 10%.For brands at the top and middle of that range,sustainability functions exactly as hoped:as an additi
244、onal value boost for already strong brands.Today,the breakdown by segment for this group is as follows:Interestingly,relative to all brands globally,more global most valuable brands rated as lacking in sustainability.That could change going forward as sustainability becomes increasingly a matter of
245、brand reputation hygiene(for both consumers and investors).Already,during a year in which the Global Top 100 and global category rankings all saw brand value declines,doing ones fair share for sustainability or better made a difference when it came to one of the years biggest themes:resilience.What
246、this data suggests is that while sustainability alone cannot inoculate brands against negative economic cycles,it can help them from falling farther behind during tough times especially when sustainability is paired with other brand-building fundamentals.Creating Brand Value SustainabilityLacking co
247、nsumer perceptions of sustainability decreased resilience by 5%Brand value change%Sustainability Type:Most Valuable Global Brands 2023JUST GETTING A FAIR SHARE OF SUSTAINABILITY HELPS BOOST RESILIENCEVS 2%FOR ALL BRANDSTHE KANTAR SUSTAINABLE TRANSFORMATION PRACTICETheres a huge opportunity for brand
248、s in delivering products and services that are better for people and better for the planet.Our data shows that consumers want to take action and they expect brands to step up.We have a unique understanding of brands,people and social and environmental issues.Last year we partnered with more than 400
249、 of the worlds largest brands,in 50 markets,helping deliver transformation in every sector.We act as a catalyst for change,provoke new thinking and enable you to unlock new opportunities.We want to partner with you on your sustainable transformation journey.And help you shape the brands of tomorrow.
250、Find out how we can help you make a difference Sustainable Transformation Practice helps you identify and realise the opportunity in sustainability across your business and around the world.41People are especially feeling the pinch of inflation at the supermarket.In the US,grocery store inflation is
251、 at its highest level since 2008,according to both Kantar and government sources.But make no mistake:consumers are seeing rising costs everywhere they go.If shoppers are lucky enough to stumble upon full shelves for a particular category today,they often are surprised with sticker shock,seeing highe
252、r prices for their favourite products than they may remember.Price increases that dont feel necessary can frustrate shoppers and potentially hurt repeat purchasing.Already,recent Kantar BrandZ analysis shows that many brands are failing to justify their perceived price consumers see them as being wo
253、rth less than they cost.Brands face a decisive moment around pricing.Ultimately,success will lie in better understanding category shoppers and making mindful pricing decisions.Now more than ever,its crucial to get consumer input before making any price changes.Inflation and rising prices are a key c
254、oncern for both brands and shoppers.With historic levels of inflation and ongoing supply shortages,consumers are reminded of shelves being empty during the start of the pandemic.OPTIMISING YOUR PRICING STRATEGY DURING INFLATIONARY TIMES HOW TO MAKE MINDFUL PRICING DECISIONS Jamie Williams Senior Dir
255、ector of Product,Innovation,Kantar Jan-Marc Baeumler Client Service Director,Innovation,Kantar jan- fLearn more about how you can optimise your price strategy,set prices for new products or line extensions,and balance your portfolio with Value Manager and Kantar Innovation.Thought Leadership Inflati
256、on and Pricing42Strategies for successKantar recommends taking four important steps to ensure you are making smart pricing decisions with your consumers in mind.Heres how we approached performing these investigations for a global beverage brand.02Understand price sensitivity:Inflation does not affec
257、t everyone equally,and shoppers are more price sensitive in certain categories.If your category is more of a commodity or you lack brand equity consumers will be more price sensitive.Additionally,within a category,price sensitivity can vary by brand,across specific price points and by SKU.Working wi
258、th the beverage brand,Kantar was able to conduct research to understand price elasticity for this brands specific products and determine that some SKUs were more price sensitive than others.This helped the brand determine how volume share could be impacted at different price points.fig.1fig.2Thought
259、 Leadership Inflation and PricingBrand Switching DispositionPrice30%20%10%0%1.00 1.15 1.35 1.49 1.60 1.85 2.00 Category InvolvementMarket Share SKU 1 SKU 2 SKU 3 SKU 4Buyer typologiesPrice elasticity by SKU01Understand your consumer segments:Its important to understand your brands buyers.How predisp
260、osed are buyers to your brand versus other brands in the category?Understanding this dynamic can provide critical direction for pricing.For example,for the global beverage brand,we were able to determine that this brand had higher repeat purchase rates with more routine buyers for the brand.This mea
261、ns the brand may have more room to manoeuvre when making price decisions.EXCLUSIVE BUYERHighly involved,and committed to one favourite brandROUTINE BUYERUninvolved,habitually buying the same brand(s)ORIENTATION BUYERHighly involved,but not committed to one favourite brandINDIFFERENT BUYERUninvolved
262、and uncommitted4303Understand Pricing Power:Understand what consumers value most about your brand and products.Conduct research to understand whether your brands equity is justifying its price point.This insight provides guidance about whether a brand can offer a higher quality product in a reduced
263、package size versus raising prices.Make sure to highlight what consumers value in your product and keep quality high.In the example below,Pepsi Max is well positioned with an average price point,justifying its choice vs.cheaper competitors.Coca-Cola is also well positioned as a premium brand with st
264、rong brand equity that justifies its price point.Dr Pepper has margin opportunity,which means it can resist pressure to reduce pricing.04Understand price reactions:Test price changes with conjoint research methodology to understand impacts to volume as you adjust prices.Leverage this understanding f
265、or retailer negotiations to raise prices in a mindful way that balances rising costs with making the right decisions to keep your customers loyal.With this beverage example,Kantar was able to see that Brand A would benefit from a price increase and if a 5%price increase happened across the category,
266、then Brand A and the private label brand would both gain share.If you approach pricing considerations in a mindful way,with consumers at the heart of your strategy,you can create extra value from your brand.By following these mindful methods and getting consumer input,you can navigate the new normal
267、 of inflation while also maintaining your business.fig.3fig.4Source:Kantar BrandZ,Soft Drinks,UK,2022Thought Leadership Inflation and PricingStrategic pricing typeStrategic pricing position for Beverages brands determined by perceived price and Pricing PowerSimulation of future what-if scenariosGrea
268、t ValueIRN BRUValueSHOPS OWN LABELCommoditised7 UPMargin OpportunityDR PEPPERAveragePEPSI MAXFANTAPEPSIAt RiskDIET COKEJustified PremiumCOCA-COLALUCOZADEHigh-PricedSANPELLEGRINORED BULLMONSTEROverpricedFEVER-TREEBrand ABrand BBrand CPrviate Label Brand37.9%37.4%15.2%9.6%Volume Share0.6-1.0-0.20.6Cha
269、nge Volume Share in%P51.4%29.9%14.0%4.6%Value Share1.2-0.6-0.90.3Change Volume Share in%PBase CaseCurrent pricesPrice IncreaseAll prices+5%44PRICING BY THE NUMBERSUNDERSTANDING KANTARS STRATEGIC PRICING MODELAnd what,in turn,drives Pricing Power?Broadly,across all brands,Meaningfulness and Differenc
270、e but not Salience.Over the past four years,brands with the strongest ability to justify and set their pricing(Pricing Power)even at the expense of losing volume share(Demand Power)have seen the greatest increase in brand value.PRICING POWER DRIVERSCreating Brand Value PricingPricing PowerDemand Pow
271、er97%81%18%55%Average brand value change over four years On the level of individual brands,the most successful pricing strategies start with an understanding of two variables:How much tangible and intangible value a brand provides in consumers minds,above the basic commodity level (that i
272、s,Pricing Power)How much a brand is perceived to cost relative to competitors These two attributes form the basis of Kantars Strategic Pricing Model:The top row in this model encompasses the three different ways that brands can benefit from high Pricing Power.First,at the extreme top left,are the br
273、ands that are seen as a Great Value.These are brands that,in Kantars BrandZs data,have a lower Perceived Price relative to their competitors while performing as well as or better than costlier alternatives.Great value brands are seen as being worth more than they cost.And this is what helps them dur
274、ing inflationary periods,especially:even if great value brands are forced to raise prices somewhat to protect their margins,consumers will likely continue to regard these brands as offering a fair and attractive deal.Then,at the top right,are the Justified Premium brands.These are seen as having a h
275、igher cost than their peers.But they are also seen as having exceptional products or services so consumers remain willing to pay higher prices for them,and are reluctant to give them up.Even in tough times,these brands are able to raise their prices,maintain their margins,and increase their profits
276、even in the event that their overall sales volume declines.Finally,lets add a third type of inflation-proof brand into the mix.These are brands that are currently seen by consumers as having average prices in the market but also have high Pricing Power.We call these brands Margin Opportunity brands,
277、because under normal economic conditions,they have an untapped opportunity to charge more for their goods and transition into a more high-margin business strategy.During volatile times,these brands also have ample leeway to adjust their prices upwards in line with inflation(and maintain or expand th
278、eir existing margins),without having to worry about alienating customers.In 2023,half of Kantars most valuable brands(i.e.those appearing in the Global Top 100 and/or the category rankings)have some form of top-tier Pricing Power.In good times and bad,they are able to drive higher value from better
279、margins by being valued by consumers.Creating Brand Value PricingOur stategic pricing modelMost Valuable Global Brands11%5%0%17%18%3%23%20%3%46OPTIMISE YOUR PRICING AND DRIVE GROWTH THROUGHOUT YOUR PORTFOLIOValueManager uses the latest modelling techniques to uncover what customers are willing to pa
280、y for your new and existing offers.Using this foundation you can create value-based products and features that people really want.By building your offer on a clear understanding of perceived value,and basing your pricing strategy on insights from the shopper groups that matter most to your business,
281、you will be able to maximise volumes,revenue,and profits.Find out more or contact:Simulate the impact of pricing decisions to maximise your commercial successMOST VALUABLE GLOBAL BRANDS485052 TOP 100 GLOBAL BRANDS NEWCOMERS TOP RISERS484848Brand Value(US$M)Brand Value(US$M)RankRankBrandBrand%Brand V
282、alue Change vs 2022%Brand Value Change vs 2022Rank changeRank changeCategoryCategoryMarket of OriginMarket of Origin62232425APPLEGOOGLEMICROSOFTAMAZONMCDONALDSVISATENCENTLOUIS VUITTONMASTERCARDCOCA-COLAARAMCOFACEBOOKORACLEALIBABAAT&TVERIZONIBMMOUTAIHERMSTHE HOME DEPO
283、TNIKEACCENTUREUPSNVIDIATESLA2023 MOST VALUABLE GLOBAL BRANDS880,455 577,683 501,856 468,737 191,109 169,092 141,020 124,822 110,631 106,109 105,800 93,024 91,992 91,898 88,999 88,976 87,662 87,524 76,299 74,954 74,890 73,640 73,598 72,685 67,662-7%-30%-18%-34%-3%-11%-34%0%-6%8%7%-50%2%-46%2%-13%-10%
284、-15%-5%-11%-32%-11%-19%-41%-11%001-111-22375-49-58-11-485-84-2-134Consumer Technology and Services PlatformsMedia and EntertainmentBusiness Technology and Services PlatformsRetailFast FoodFinancial ServicesMedia and EntertainmentLuxuryFinancial ServicesFood and BeveragesEnergyMedia and Entertainment
285、Business Technology and Services PlatformsRetailTelecom ProvidersTelecom ProvidersBusiness Technology and Services PlatformsAlcoholLuxuryRetailApparelBusiness Technology and Services PlatformsLogisticsBusiness Technology and Services PlatformsAutomotive US US US US US US China France US US Saudi Ara
286、bia US US China US US US China France US US US US US US 2627282930337383940447484950TELEKOM/T-MOBILESTARBUCKSWALMARTINSTAGRAMMARLBOROCHANELQUALCOMMCOSTCOYOUTUBEADOBENETFLIXLINKEDINCISCODISNEYXFINITYTIKTOKTATA CONSULTANCY SERVICESTEXAS INSTRUMENTSINTUITLORAL PARISSPECTRUMAMERICA
287、N EXPRESSSAPSALESFORCEAMD 65,103 61,534 59,873 58,947 57,576 55,939 54,013 53,383 53,007 51,247 49,763 48,529 47,171 46,970 44,354 44,349 41,964 41,276 38,617 38,084 37,346 37,219 34,874 34,709 33,796 1%0%-3%-36%-1%6%-13%8%-39%-45%-32%-16%-17%-22%-28%2%-17%-26%-22%-20%-25%-14%-49%-37%-24%Telecom Pro
288、vidersFast FoodRetailMedia and EntertainmentTobaccoLuxuryBusiness Technology and Services PlatformsRetailMedia and EntertainmentBusiness Technology and Services PlatformsMedia and EntertainmentMedia and EntertainmentBusiness Technology and Services PlatformsMedia and EntertainmentTelecom ProvidersMe
289、dia and EntertainmentBusiness Technology and Services PlatformsBusiness Technology and Services PlatformsBusiness Technology and Services PlatformsPersonal CareTelecom ProvidersFinancial ServicesBusiness Technology and Services PlatformsBusiness Technology and Services PlatformsBusiness Technology a
290、nd Services Platforms Germany US US US US France US US US US US US US US US China India US US France US US Germany US US -10-16-633-1-4124-13537-17-62Source:Kantar/BrandZ(including data from S&P Capital IQ).1The Brand Value of Coca-Cola includes Lights,Diets and Zero,2Brand Value of Tence
291、nt includes QQ,WeChat,WeSing,WeChat Pay,WeBank,Tencent Cloud,3Brand Value of Alibaba includes Ant Financial,Aliexpress,Freshhema,Taobao and Tmall,4Brand Value of Amazon includes Amazon Music,Amazon Prime Video and Amazon Web Services,48494949Brand Value(US$M)Brand Value(US$M)RankRankBrandBrand%Brand
292、 Value Change vs 2022%Brand Value Change vs 2022Rank changeRank changeCategoryCategoryMarket of OriginMarket of Origin5575859606676869707172737475RBCINTELWELLS FARGOSAMSUNGMEITUANHDFC BANKUNITEDHEALTHCAREHUAWEIHAIERXBOXPAYPALTOYOTAVODAFONEJDGUCCIINFOSYSTDJ.P.MORGANICBCSHEINMERC
293、EDES-BENZMERCADO LIBRECHINA MOBILEBCACHASE 33,744 33,253 32,466 32,303 32,029 31,159 30,938 30,847 30,485 30,404 30,296 28,513 27,030 26,601 26,306 26,156 25,969 25,429 25,419 24,250 23,978 23,241 23,231 22,684 22,431-15%-47%-25%-40%-29%-12%9%-6%-13%-23%-62%-14%-19%-28%-31%-22%-13%-32%-28%N/A-21%-22
294、%-2%12%-30%6-182-10-451894-4-3342-4-7-25-9-7N/A-1-115N/A-7Financial ServicesBusiness Technology and Services PlatformsFinancial ServicesConsumer Technology and Services PlatformsConsumer Technology and Services PlatformsFinancial ServicesFinancial ServicesConsumer Technology and Services PlatformsIo
295、T EcosystemConsumer Technology and Services PlatformsFinancial ServicesAutomotiveTelecom ProvidersRetailLuxuryBusiness Technology and Services PlatformsFinancial ServicesFinancial ServicesFinancial ServicesApparelAutomotiveRetailTelecom ProvidersFinancial ServicesFinancial Services Canada US US Sout
296、h Korea China India US China China US US Japan UK China Italy India Canada US China China Germany Argentina China Indonesia US 76777879808878889909979899100AIRTELSIEMENSCOMMBANKEXXONMOBILKFCNONGFU SPRINGBANK OF AMERICALOWESNTTPING ANIKEABMWBUDWEISERLANCMEAIAPEPSIDHLRED BULLZARA
297、COLGATEUBERFEDEXSHELLSONYPAMPERS 22,332 22,167 22,069 22,068 22,056 21,764 21,548 21,500 21,385 21,183 21,049 20,944 19,888 19,400 19,231 18,826 18,723 18,554 18,395 18,360 18,329 18,231 17,952 17,814 17,376 24%-24%-17%N/A-1%8%-30%-12%-15%-23%-10%-24%-14%-19%-15%17%-31%4%-28%1%-32%-26%N/AN/A-12%Tele
298、com ProvidersConglomerateFinancial ServicesEnergyFast FoodFood and BeveragesFinancial ServicesRetailTelecom ProvidersFinancial ServicesRetailAutomotiveAlcoholPersonal CareFinancial ServicesFood and BeveragesLogisticsFood and BeveragesApparelPersonal CareConsumer Technology and Services PlatformsLogi
299、sticsEnergyConsumer Technology and Services PlatformsPersonal Care India Germany Australia US US China US US Japan China Sweden Germany US France Hong Kong US Germany Austria Spain US US US UK Japan US N/A-42N/A15N/A-1330-85-115-24N/A-14N/A-11N/A-17-12N/AN/AN/A492023 MOST VALUABLE GLOBAL BRANDSSourc
300、e:Kantar/BrandZ(including data from S&P Capital IQ).1The Brand Value of Pepsi includes Diets,2The Brand Value of Budweiser includes Bud Light,3Brand Value of Mercado Libre includes Mercado Pago,4Brand Value of JD includes JD Financial,5Brand Value of Red Bull includes sugar-free and Cola NEWCOMERS&R
301、E-ENTRANTS*This year the Kantar BrandZ Global Top 100 Most Valuable Brands list features two brands making their rankings debut,as well as nine brands rejoining after a hiatus.Newcomers50SHEINBCAAIRTELEXXONMOBILNONGFU SPRINGPEPSIRED BULLCOLGATESHELLSONYPAMPERS$24,250 M$22,684 M$22,332 M$22,068 M$21,
302、764 M$18,826 M$18,554 M$18,360 M$17,952 M$17,814 M$17,376 MBRAND VALUE(US$M)Source:Kantar/BrandZ(including data from S&P Capital IQ).*Please note:Shein and Nongfu Spring are newcomers,all other brands listed here are re-entrants to the Top 100 ranking51Newcomers SHEIN LEADS THE CLASS OF 2023NEWCOMER
303、SFive of this years 11 newcomers are FMCG brands:Nongfu Spring,Pepsi,Red Bull,Colgate,and Pampers.Four of these FMCG brands are re-entries;the fifth,Nongfu Spring,joins the Global Top 100 this year after entering the Kantar BrandZ China ranking in 2021.Together,they represent a rebalancing of sorts
304、for a Top 100 that has become increasingly weighted toward tech brands.(Energy brands also increased their Global Top 100 presence with the re-entry of ExxonMobil and Shell.)This is not to say that tech was absent from the Newcomers list:Sony is something of a legacy player in the consumer tech spac
305、e,and has recently ventured more into services via its PlayStation game subscription offerings;telecom brand Airtel has been instrumental in bringing affordable smartphone internet connectivity to the Indian masses;and Indonesian bank brand BCA has seen strong uptake for the digital app it debuted l
306、ast year.And then theres apparel brand Shein,whose Global Top 100 debut is the highest ranked newcomer at number 70.Shein doesnt just sell its affordable clothes and accessories on the internet;Sheins very identity its cultural pulse is based around connecting shoppers to the latest viral fashion tr
307、ends as surfaced on platforms like Instagram and TikTok.In short:its a clothing brand for our digital age.TOP 100 NEWCOMERS2 brands have entered the Top 100 for the first time in 20239 brands have returned to the Top 799024,25021,76422,68422,33222,06818,82618,55418,36017,95217,
308、81417,376ApparelFood and BeveragesFinancial ServicesTelecom ProvidersEnergyFood and BeveragesFood and BeveragesPersonal CareEnergyConsumer Technology and Service ProvidersPersonal CareSheinNongfu SpringBCAAirtelExxonMobilPepsiRed BullColgateShellSonyPampersTOP RISERSTelecom,food and beverages,and lu
309、xury brands lead this years list of the fastest risers in the Kantar BrandZ global rankings.Top Risers52 AIRTEL PEPSI FANTA BCA SPRITE GATORADE UNITEDHEALTHCARE DIOR COCA-COLA JOHNNIE WALKER NONGFU SPRING LAYS COSTCO BURGER KING ARAMCO CHANEL CORONA DOLLAR GENERAL RED BULL JACK DANIELS Financial Ser
310、vicesFood and BeveragesFood and BeveragesFinancial ServicesLuxuryFood and BeveragesAlcoholFood and BeveragesFood and BeveragesRetailFast FoodEnergyLuxuryAlcoholRetailFood and BeveragesAlcoholTelecom ProvidersFood and BeveragesFood and BeveragesCATEGORYSource:Kantar/BrandZ(including data from S&P Cap
311、ital IQ).*The Brand Value of Coca-Cola includes Lights,Diets and Zero,*The Brand Value of Pepsi includes Diets,*Brand Value of Red Bull includes sugar-free and Cola53Top Risers AIRTEL,FMCG BRANDS OUTPERFORMTOP RISERSAmong all brands in the Kantar BrandZ Global Top 100 and global category rankings,In
312、dian telecom brand Airtel posted the strongest year-on year brand growth,rising 24%.Pepsi was the second-fastest rising brand,as its 17%year-on-year growth propelled it back into the Global Top 100.Both of these brands appear in both the Global Top 100 and category rankings.Among brands present in t
313、he category rankings only,Fanta was the fastest growing,at 15%.This year saw wide divergences in brand value fluctuations by category:while categories like fast food and luxury declined by low single digits overall,others like apparel or media and entertainment declined by more than 20%.So its no su
314、rprise that many of this years top rising brands hail from,better-performing categories notably the food and beverages category,which placed eight brands on the Top Risers lists.Beating expectationsIndeed,this year is especially illuminating to compare brands performance against that of their wider
315、category.For instance,budget-minded,brick-and-mortar retail brands Costco and Dollar General rose 8%and 4%this year,respectively.In earlier years,those growth rates wouldnt be enough to earn Top Riser status.But theyre especially remarkable in a year where the overall retail category declined 27%(an
316、d ecommerce retail brands declined even more steeply as a group).Similarly,media and entertainment brands Disney and TikTok missed the Top Risers rankings entirely this year and understandably so,given that their brand value changes came in at-22%and+2%,respectively.But they nevertheless can be cons
317、idered resilient overperformers,given that their category overall declined by 32%.Characteristics of overperforming brandsOverperformingUnderperformingUltimately,the same qualities that fuelled more explosive brand value growth in previous years,also allowed brands to overperform this year relative
318、to statistical expectations based on category and market:Meaningfulness,Difference,and Salience.1136125MeaningfulSalient+8+3+12CATEGORY FOCUS55586367727780 8588 939643138143146 THE CATEGORY STORY ALCOHOL BRAND STRATEGY APPAREL AUTOMOTIVE CREATIVE BUSINESS TECHNOLOGY
319、AND SERVICES PLATFORMS GROWTH STRATEGY CONSUMER TECHNOLOGY AND SERVICES PLATFORMS TECHNOLOGY&HEALTH FAST FOOD FINANCIAL SERVICES FOOD AND BEVERAGES INNOVATION LUXURY MEDIA AND ENTERTAINMENT MEDIA PERSONAL CARE AI RETAIL CUSTOMER EXPERIENCE TELECOM PROVIDERSItallics denote THOUGHT LEADERSHIP features
320、55The Category StoryTHE CATEGORY PICTURE:FROM GROWTH TO RESILIENCE FAST FOOD,FOOD AND BEVERAGES,LUXURY CATEGORIES FARE BESTThe other two categories,meanwhile,expanded their rankings for 2023 in a way that precluded exact year-on-year comparisons.This was the case for the financial services category(
321、formerly banks),which expanded in size and scope from 15 brands to 20,and for the consumer technology and services platform category(formerly consumer technology),which doubled in size to 10 brands with the inclusion of consumer tech services brands like Meituan,Uber,and .But these categories,too,wo
322、uld have shown year-on-year declines this year if they had stuck to their narrower roster of 2022 brands.The fact that all category rankings showed declines this year is,in a way,better for top brands future growth prospects than a scenario in which only a few types of top brands faltered.(Or a scen
323、ario in which bigger,ranked brands lost significant ground to unranked challenger brands.)That would suggest that the trouble this year lies with certain brands themselves and perhaps the value of branding more broadly rather than with overall economic headwinds.Instead,the situation is one in which
324、,by and large,top brands have maintained strong equity with consumers in the face of a(perhaps inevitable)downward correction in financial market exuberance,following the end of pandemic-era monetary and fiscal supports.What is true,however,is that this financial correction has hit some categories m
325、ore strongly than others.Wall Street has been much tougher on tech brands of late,for instance,at the same time that tech businesses have faced stricter regulations in China.Its no surprise,then,that the steepest short-term category value declines are in categories with the strongest digital-first b
326、rands.Nevertheless,tech brands still make up the biggest proportion of the Top 100.This year,11 of 13 major brand categories recorded year-on-year value declines though some categories proved more resilient than others.56The Category StoryAt the same time,weve seen marked resilience from everyday br
327、ands in categories like fast food,and food and beverages.These categories enjoy a high weekly frequency of purchasing occasions.Within this context,consumers have shown a strong desire to stick with the brands they know and love best.Consumers have expressed this preference despite rising prices eve
328、n if they have to cut back elsewhere.The food and beverages category declined by 3%,and fast food by 4%,for 2023.Thats notable in a year when the overall Kantar BrandZ Global Top 100 declined by 20%.Across the entirety of these data sets,Kantar BrandZs analysis team has found that this year,the most
329、 resilient brands have elevated their Pricing Power even if that comes at the expense of overall volume share(Demand Power).That insight helps to explain this years results for the luxury category,which declined 4%this year.Earlier this decade,luxury brands Pricing Power fuelled strong value growth;
330、now,Pricing Power has provided these brands with heightened resilience.Similarly,the alcohol and automotive categories have also achieved both mid-term growth and short-term resilience thanks to the more luxury-tier brands in their ranks.Business Technology&Services PlatformsConsumer Technology&Serv
331、ices PlatformsSHARE OF TOP 10057AUTOMOTIVE Category Brand Value Year-on-Year Change-13%Top 10 Total Brand Value$200,501 MCategories OverviewCONSUMER TECHNOLOGY AND SERVICES PLATFORMSCategory Brand Value Year-on-Year Change N/ATop 10 Total Brand Value$1,078,324 MPERSONAL CARE Category Brand Value Yea
332、r-on-Year Change-15%Top 15 Total Brand Value$175,424 MRETAIL Category Brand Value Year-on-Year Change-27%Top 20 Total Brand Value$608,333 MFOOD AND BEVERAGES Category Brand Value Year-on-Year Change-3%Top 20 Total Brand Value$289,278 MMEDIA AND ENTERTAINMENT Category Brand Value Year-on-Year Change-
333、32%Top 10 Total Brand Value$1,004,273 MBUSINESS TECHNOLOGY AND SERVICES PLATFORMS Category Brand Value Year-on-Year Change-24%Top 20 Total Brand Value$1,616,787 MLUXURY Category Brand Value Year-on-Year Change-4%Top 10 Total Brand Value$329,500 MTELECOM PROVIDERSCategory Brand Value Year-on-Year Change-10%Top 10 Total Brand Value$435,746 MFINANCIAL SERVICES Category Brand Value Year-on-Year Chang