1、APPLE/GOOGLE/AMAZON/MICROSOFT/TENCENT/MCDONALDS/VISA/FACEBOOK/ALIBABA/LOUIS VUITTON/NVIDIA/MASTERCARD/NIKE/MOUTAI/VERIZON/ARAMCO/COCA-COLA/IBM/ADOBE/INSTAGRAM/UPS/ORACLE/AT&T/ YOUTUBE/THE HOME DEPOT/ACCENTURE/HERMS/PAYPAL/TESLA/NETFLIX/SAP/TELEKOM T-MOBILE/QUALCOMM/INTEL/STARBUCKS/XFINITY/WALMART/DI

2、SNEY/MARLBORO/LINKEDIN/CISCO/TEXAS INSTRUMENTS/SALESFORCE/SAMSUNG/CHANEL/TATA CONSULTANCY SERVICES/INTUIT/COSTCO/SPECTRUM/LORAL PARIS/MEITUAN/AMD/TIKTOK/AMERICAN EXPRESS/WELLS FARGO/XBOX/RBC/GUCCI/J.P. MORGAN/JD/HDFC BANK/ICBC/HAIER/INFOSYS/VODAFONE/TOYOTA/HUAWEI/CHASE/BANK OF AMERICA/MERCEDES-BENZ/

3、MERCADO LIBRE/TD/SIEMENS/SNAPCHAT/UNITEDHEALTHCARE/BMW/PING AN/DHL/UBER/COMMONWEALTH BANK OF AUSTRALIA/DELL TECHNOLOGIES/KUAISHOU/ZARA/NTT/FEDEX/LOWES/LANCME/CHINA MOBILE/ADIDAS/TARGET/IKEA/LIC/BUDWEISER/AIA/ KFC/ADYEN/XIAOMI/ALDI/AIRBNB/MORGAN STANLEYWELCOME INFOGRAPHIC WELCOME WHAT IS KANTAR BRAND

4、Z?030406INTRODUCTION & ANALYSIS1114151726 OVERVIEW STOCK PORTFOLIO KEY RESULTS CROSS-CATEGORY TRENDS IN CONVERSATION WITH.1MOST VALUABLE GLOBAL BRANDS3537404244 TOP 100 GLOBAL BRANDS GLOBAL TOP TEN NEWCOMERS TOP RISERS GLOBAL PERSPECTIVES3CLIENT PERSPECTIVES5178 HEINEKEN PEPSICO ROYAL BAN

5、K OF CANADA MOUTAI HAIER6HOW BRANDS CREATE VALUE30 WHATS IN A BRAND?2THOUGHT LEADERSHIP757963 BRAND BUILDING BRAND STRATEGY INNOVATION CREATIVE CUSTOMER EXPERIENCE AGILE SOLUTIONS MEDIA DIVERSITY, EQUITY & INCLUSION E-COMMERCE BRAND GUIDANCECATEGORY FOCUS6265708287 929710311311

6、95 THE CATEGORY STORY ALCOHOL APPAREL BANKS BUSINESS SOLUTIONS & TECHNOLOGY PROVIDERS CARS CONSUMER TECHNOLOGY FAST FOOD FOOD & BEVERAGES LUXURY MEDIA AND ENTERTAINMENT PERSONAL CARE RETAIL TELECOM PROVIDERS4SUSTAINABILITY161 THE SUSTAINABILITY BRANDZ INDEX5RESOURCES182 7200 BR

7、AND VALUATION METHODOLOGY REPORTS & PUBLICATIONS ABOUT US OUR BRAND EXPERTS KANTAR BRANDZ TEAM CONTACT US7APPLEGOOGLEAMAZONMICROSOFTTENCENTMCDONALDSVISAFACEBOOKALIBABALOUIS VUITTONNVIDIAMASTERCARDNIKEMOUTAIVERIZONARAMCOCOCA-COLAIBMADOBEINSTAGRAMUPSORACLEAT&TYOUTUBETHE HOME DEPOTACCENTUREHERMSPAYPALT

8、ESLANETFLIXSAPTELEKOM/T-MOBILEQUALCOMMINTELSTARBUCKSXFINITYWALMARTDISNEYMARLBOROLINKEDINCISCOTEXAS INSTRUMENTSSALESFORCESAMSUNGCHANELTCS*INTUITCOSTCOSPECTRUMLORAL PARIS622324252627282930337383940447484950MEITUANAMDTIKTOKAMERICAN EXPRESSWELLS FAR

9、GOXBOXRBCGUCCIJ.P. MORGANJDHDFC BANKICBCHAIERINFOSYSVODAFONETOYOTAHUAWEICHASEBANK OF AMERICAMERCEDES-BENZMERCADO LIBRETDSIEMENSSNAPCHATUNITEDHEALTHCAREBMWPING ANDHLUBERCOMMBANK*DELL TECHNOLOGIESKUAISHOUZARANTTFEDEXLOWESLANCMECHINA MOBILEADIDASTARGETIKEALICBUDWEISERAIAKFCADYENXIAOMIALDIAIRBNBMORGAN S

10、TANLEY5575859606676869707777879808878889909979899100THE TOP 100 MOST VALUABLE GLOBAL BRANDSCATEGORY COMPOSITIONBRAND VALUE US$ MIL.BRAND VALUE CHANGE2022 VS. 2021* Tata Consultancy Services * Commonwealth Bank of Australia$428,046 $230,386 $1,09

11、5,090 $354,177 $297,102 $344,355 $1,477,357 $206,917 $830,328 $484,071 $2,140,844 $216,595+20%$252,325 +3%+30%+34%+46%+18%+16%+45%N/A+17%N/A+4%N/ATHE TOP 10BRAND VALUE US$ MIL.+64%-14%20212022-18%0%+27%-11%+49%+3%+79%+55%$ 124,273 $ 169,966 $ 186,421 $ 191,032$ 196,526$ 214,023$ 611,460 $ 705,646 $

12、819,573 $ 947,062 THRESHOLD FOR ENTRYBRAND VALUE US$ MIL.TOP 10 RISERSBRAND VALUE CHANGE 2022 VS. 2021+88%+83%+78%+79%+73%+64%+63%+61%+60%+55%$ 10,110 mLUXURY$ 86,212 mMEDIA AND ENTERTAINMENT$ 75,933 mCARS$ 819,573 mMEDIA AND ENTERTAINMENT$ 80,323 mLUXURY$ 124,273 mLUXURY$ 58,077 mMEDIA AND ENTERTAI

13、NMENT$ 50,349 mBUSINESS SOLUTIONS AND TECHNOLOGY PROVIDERS$ 30,846 mBANKS$ 37,412 mBANKSNEWCOMERSBRAND VALUE US$ MIL.$ 99,327m$ 21,276m$ 22,293m$ 26,535m$ 21,282m$ 23,539m$ 29,916m$ 21,219m$ 21,757m $ 23,871m$ 33,551m4 BRAND BUILDING IN AN AGE OF DISRUPTIONWelcomeGROWTH AND CHANGEFor the Top 100, th

14、is represents the second straight year of robust growth, and is all the more remarkable considering that in 2020, total value rose by only 6%. Still, with all that has happened in the world between now and 2020, it doesnt feel quite right to call this years gains in branded business recovery. It was

15、 clear from early in the pandemic that even in the best-case scenarios, the world as it existed before COVID-19 could never fully reappear.Indeed, today the biggest brands in the world are focused less on returning to the “old ways” of doing business - and more on building something new.At Kantar, w

16、e think of this moment as the opening act of an entirely new era, one that will be marked by frequent disruptions. Its an age that will demand forward-thinking, transformational leadership from the worlds biggest brands - on issues like sustainability, inclusion, and public health.Already, brands ar

17、e being called upon to define their transformational visions for 2030, 2050, and beyond. At the same time, however, brands are also responding to unprecedented challenges in the here and now. These include supply chain constraints, inflation, war, and energy shortages.And then, of course, while doin

18、g all of the above, brands must also continue to deliver innovative, well-marketed products to consumers - in the hopes of securing repeat business, at a time when consumer loyalty remains very much up for grabs.In short: we have much to discuss.The report you have before you will explore all the su

19、btleties and complications of todays branded business environment: Light-speed digitalisation drives. Sink-or-swim sustainability tests. Rapidly evolving media landscapes, and game-changing regulatory shifts. And above all, a global consumer base that is shifting to become more discerning, idealisti

20、c, and value-seeking than ever before as the definition of “value” continues to evolve.One thing that hasnt changed is Kantars belief that long-term brand building remains the key to unlocking business growth.This is a guiding philosophy that has been tested and re-tested, challenged and re-confirme

21、d, across all the work that we do. Kantar began our BrandZ Global Rankings back in 2006. Over the years, Kantars data and modeling has indicated how brand value derives from three core “building blocks” of growth: Meaningfulness, Difference, and Salience. Brand attributes like Creativity, Innovation

22、, Purpose, and Trust all of which are measured in the 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. So, too, was Kantars theory of brand value grow

23、th. 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 back on track.Since then, Kantars proprieta

24、ry BrandZ database has expanded to include information from over 4.1 million consumers regarding their attitudes toward (and relationships with) 19,250 brands across 522 categories in 51 markets. All of that has produced more than 5.4 billion data points. Year after year, this data has told a consis

25、tent story: in good times and bad, it pays to bet on strong, meaningful brands.This year, the Kantar BrandZ Global Top 100 Most Valuable Brands grew by 23% year-on-year to a total value of nearly $8.7 trillion.5OverviewWe can helpThis report is a starting point. I urge you to follow up with the expe

26、rts who contributed to it. We also have an extensive library of BrandZ country reports that sit alongside our annual Global Top 100 report; in them, you will find intelligence about brand building in key markets such as China, the UK, and the United States. I invite you to access the reports with ou

27、r compliments at K consumers have higher expectations than ever for safety, convenience, sustainability, and innovation. Tomorrows consumers, even more so. In the years ahead, brand offerings will need to both reflect and shape the changed reality that we all are living in. Thats where we at Kantar

28、can help, as the worlds leading marketing, data, and analytics company, with 25,000 people working with Kantar worldwide. We help define and build Meaningfully Different brands with our holistic brand guidance approach that combines innovations, experiences, creative content, and media investment to

29、 optimize investment and accelerate profitable growth. Using the vast Kantar and BrandZ reservoirs of intelligence, we can help you successfully navigate todays uncertainty. I am available to personally discuss how we can help you and your brand succeedbuilding valuable brands that add value to peop

30、les lives. Please feel free to contact me directly or contact any of our Kantar leaders listed in the Resources section at the end of this report. Sincerely,Chris JansenChief ExecutiveKReaffirming the FundamentalsFor the past 16 years, through our work with the BrandZ database, Kantar has been testi

31、ng 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 conducting ongoing, in-depth quantitative consumer research with more than 170,000 consume

32、rs annually, across more than 50 countries, to assess consumer attitudes toward, and relationships with, over 100,000 brands. The category-spanning, insight-laden report you have before you is the fruit of these considerable labours. How you read the report, front-to-back or skipping around, depends

33、 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:Section 1: Introduction Here we connect the dots, summarising the key developments and findings, suggesting brand-buildi

34、ng actions, and identifying cross-category trends.Section 2: How Brands Create Value Our latest view on how brands create value for their businesses through powerful connections.Section 3: The Global Top 100 Here youll find the year on year changes and analysis, which explains performance. Section 4

35、: Category Focus Here we examine the dynamics and brand performance of 13 categories, with special insights and brand case studies.Section 5: Sustainability Introducing our NEW Sustainability BrandZ Index.Section 6: Client Perspectives Interviews with executives from our Global Top 100 including Pep

36、siCo, Heineken, RBC, and Moutai. Theyll share how they identified opportunities for growth and implemented new approaches to consumer insight, as they steer their brands through this age of cascading disruption.Section 7: Resources The report concludes with all the contact details and other relevant

37、 information needed to go from reading the report to taking constructive next steps.Throughout the report, we have amplified our BrandZ data findings with Thought Leadership articles and Insights from Kantars brand building experts, including our Chairman Adam Crozier. DATAPOINTS5.4 BILLIONCONSUMERI

38、NTERVIEWS4.1 MILLIONBRANDS19,250CATEGORIES522MARKETS51THE DEFINITIVE GUIDETO BRAND BUILDINGWHAT IS?Kantar BrandZ ranks the most 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 propr

39、ietary brand valuation methodology. Kantar BrandZ brings you industry-leading brand valuations, along with research from the worlds most extensive brand equity study: Over 4 million consumer interviews covering 19,250 brands across 522 categories in 51 markets.This brand valuation series began in 19

40、98 to help researchers, planners and strategists better understand the brands they worked on. Our reports rank, analyse and honour 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 f

41、eatures country and regional rankings across six continents, and world-class thought leadership on building strong brands.6We start by examining relevant corporate financial data and stripping away everything that doesnt pertain to the branded business. We also conduct ongoing, in-depth quantitative

42、 consumer research with more than 170,000 consumers annually, and globally, to assess consumer attitudes about, and relationships with thousands 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 re

43、sult is a holistic portrait of brand equity: one that incorporates how the market values a companys brand assets and how ordinary people do, too.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.

44、Proportion of financial value generated by the brands ability to increase purchase volume and charge premium.Brand Value is the $ amount that the brand contributes to the overall business value of the parent company. Kantar BrandZ valuations isolate the value generated by the strength of the brand a

45、lone in the minds of consumers i.e. with all other elements removed.HOW DOESWORK?7Kantar BrandZ research data is uniquely linked to financial outcomes. Our analysis has repeatedly proven that businesses that invest in their brands outperform the market and that investing in your brand remains the mo

46、st 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, weaknesses and opportunities, within one or many categories and markets. Get essential insight on category trends and macroeconomic shifts and how brands compar

47、e across crucial building blocks of brand value like Trust, Meaning, Innovation, Difference, and Responsibility.WHAT CANDO FOR YOU?8DELIVER SUPERIOR SHAREHOLDER RETURNS STRONG BRANDS:ARE MORE RESILIENT IN TIMES OF CRISIS RECOVER MORE QUICKLY124%245%357%435%THE BUILDING BLOCKS OF BRAND EQUITYDont jus

48、t take our word for itMeaningful Difference doesnt just get a brand recognized or remembered; it also adds to the business bottom line by driving market share and, in turn, shareholder returns. The Meaning of a brand can stem from a functional meaning, which means the brand does a good job of fulfil

49、ling a need consumers have. That could be a need for a reliable banking service, a safe and comfortable car, or a detergent that cleans your clothes. But to have longevity and lead a category, a brand must also have a layer of emotional meaning, and its this extra layer that creates lasting affinity

50、 between consumer and brand.Difference is what leads a consumer to interrupt their normal buying habits to stop, and look at a brand that catches their eye in a store, online or in the street. Alternatively, they pause to consider a brand that uses its communications to promise something special tha

51、t others in its category do not. Given that purchase decisions are increasingly being made in seconds, or fractions of a second, that moment of being noticed can be crucial. Meaning and Difference in combination create Meaningful Difference. What the best brands also have is Salience a way of amplif

52、ying Meaning and Difference that acts as a catalyst for growth. Highly Salient brands are the ones that spring to mind when a consumer thinks of a category or has a need, but people dont just think of a famous name. They think of a name they believe will deliver Meaning and Difference.Among the Glob

53、al Top 100, it is the Top 10 that are proving more effective than other brands in the ranking at communicating their Meaning and Difference, and achieving Salience.The most valuable brands from all over the world are those that stand out from the crowd in a way that makes a positive difference to pe

54、oples lives. Its really that simple, and we call it having Meaningful Difference.University of Oxfords Sad Business School has studied Kantar BrandZ brand valuations and compared them against the real-world ups and downs of business. They found that Kantar BrandZ equity metrics are an excellent pred

55、ictor 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 99.5% accuracy.What they also found was that Difference contributed most t

56、o the best business results.How the leaders perform1121134Note: These index scores compare to an average for all brands globally of 100Top 100INTRODUCTION & ANALYSIS1114151726 OVERVIEW STOCK PORTFOLIO KEY RESULTS CROSS-CATEGORY TRENDS IN CONVERSATION WITH.11 TOP BRANDS NAVIGATE AN EVOLVIN

57、G GLOBAL ECONOMYOverviewTIME FOR TRANSFORMATIONWhats striking, however, is that the same cannot be said of the global economy as a whole. In April, the International Monetary Fund revised its projections for 2022 global GDP growth downward to 3.6%, citing a range of macroeconomic headwinds. Followin

58、g a global economic contraction in 2020, and estimated bounce-back in global GDP of 6.1% in 2021, the IMFs indicators clearly do not portent the kind of straightforward recovery from the COVID-19 pandemic that one might have hoped for - especially considering that the pandemic itself has yet to be f

59、ully vanquished.To understand how these two growth trajectories have so dramatically diverged, remember that the BrandZ Global Top 100 has never aimed to be a representative sample of the economy at large. Instead, every year Kantar aims to assemble the most exceptional array of branded businesses a

60、cross the globe. These are the businesses that, as exceptionally strong brands, possess the trend-bucking ability to make their own good fortune, in bull and bear markets alike. Its an ability that forms the essence of the kind of “brand magic” that Kantar has devoted itself to studying and harnessi

61、ng on behalf of its clients. And its more needed than ever in 2022.The Kantar BrandZ Top 100 Most Valuable Global Brands rose 23% for 2022, to reach a total value of nearly $8.7 trillion. This represents the second-greatest annual rise in BrandZ history, following last years benchmark of 42%. Compar

62、e those figures to 2019 and 2020s annual increases of 7% and 6%, respectively, and its clear that the worlds top brands are, in many ways, thriving as never before.12OverviewThe Macroeconomic PictureThis is a highly challenging time for the global economy, but just as importantly it is a highly comp

63、lex time - an era in which good and bad news commingle in unpredictable ways.In 2022, macroeconomic developments that might on the surface might seem like positive progress, can in fact be pyrrhic victories. Consider, for instance, the way that Japan has aimed for years to boost inflation and weaken

64、 the yen - but now finds itself achieved these goals in the most painful way, on the back of surging food and energy prices.At the same time, alarming headline figures might obscure a more mixed reality on the ground. Many American economists have become understandably alarmed as US inflation rates

65、have reached four-decade highs. At the same time, however, household spending in the worlds largest consumer market has largely held up - and consumer confidence has proven surprisingly resilient since the onset of the COVID-19 pandemic.The truth is that for many tens of millions of Americans, the 2

66、020s have been something of an unexpected financial boon, thanks to rising stock prices, high demand for skilled labor, and appreciating real-estate assets. (Even while inequalities persist around access to the US housing and labor markets). Keeping these kinds of “quietly prosperous” consumers in m

67、ind, its no surprise that top luxury and consumer tech brands have had an especially strong showing in this years BrandZ data.Americas more mixed fortunes also point to an explanation for overall success of the worlds top brands: When people do have extra money, they want to spend it on the best of

68、the best thats out there - which benefits strong brands. And when funds are tight, todays savvy budget consumers aim to get the most possible value for their dollar - which also benefits top brands, because of the way they are perceived to offer benefits that more generic competitors dont. Even as t

69、he economy at large polarizes, top brands retain multiple ways to win.Then, too, there are markets where the economic outlook is perhaps more positive than mixed. Chief among these is India, which is set to become the worlds fastest growing economy in the coming years. Bolstered by a state-of-the-ar

70、t digital welfare payment infrastructure, hundreds of millions of Indians are buying their first smartphones, scooters, and branded clothing - and finding new opportunities in the countrys towns and cities. Citizens in many Southeast Asian countries, too, stand to benefit from their countries advant

71、ageous positioning along emerging trade routes.Equally, however, there have been global developments for which no silver lining can be found. War in Ukraine has, first and foremost, caused untold human suffering. It has also disrupted supply chains and pushed up prices across Europe. The IMF now exp

72、ects Europe to grow 1.6% in 2022, down from 5.9% the year before.The biggest global unknown this year is China. For much of the pandemic, Chinese consumers were the engine of global growth, and an important bulwark for branded business. In 2022, however, Chinas continued pursuit of “Zero COVID” has

73、put the country on a different trajectory than the rest of the world. And it remains to be seen how China will be able to balance its public health goals with its GDP targets for the year. 13OverviewStrong Brands Lead the WayA prolonged slowdown in China could be especially challenging to those glob

74、al brands that have staked their growth plans on the country. But dont write the coming year in branded business off just yet: Strong brands tend to be more agile than most when it comes to maintaining avenues for growth.This agility starts with a commitment to excelling in those areas a brand can c

75、ontrol for itself. Through its analysis of global brand value, BrandZ has identified the four fundamentals essential for running a strong branded business: a range of well-designed products, that deliver a great product experience, fitting into consumers everyday lives easily, all communicated effec

76、tively by the brand.5ExposureFunctionExperienceConvenienceFrom there, strong brands also enjoy a trio of “power-ups” that can help them grow even faster than the overall market: Demand Power tracks consumers predisposition to choose one brand over others in their category. Pricing Power,

77、or Premium, tracks brands relative ability to charge a premium for which consumers are willing to pay. Brand Power metrics are rooted in three factors: How Meaningful consumers perceive the brand to be, how Different it is from its competitors, and how Salient (i.e., quickly and easily brought to mi

78、nd) it is. Innovation will be another crucial arrow in top brands quivers in the year to come. Internally, brands can build on their pandemic-era digitalization efforts to find new savings and efficiencies in the face of rising costs and disrupted supply chains. Externally, breakthrough innovations

79、can help brands expand into adjacent offerings, and surface new possibilities to disrupt their categories - what Kantars Global Knowledge Lead J. Walker Smith calls “growing the category, and not just the brand.” Whats more, perceived innovation remains a key differentiator in consumers minds when c

80、hoosing to purchase one brand over another. Increasingly, sustainability is becoming another such differentiator in the market - with the caveat that consumer expectations for branded sustainability efforts vary by category and market, and must also fit with a brands existing DNA.Kantars inaugural S

81、ustainability Foundational Study, launched in August 2021, aims to inject this kind of contextual sensitivity into the realm of purpose-driven marketing. As part of this global study, Kantar surveyed consumers across 25 global markets about their attitudes toward the worlds most environmental challe

82、nges, as set out in the UNs Sustainable Development Goal framework. Immediately, it became clear that consumers views on sustainability varied widely. For instance, in the United Kingdom, the issue of ocean plastics pollution is the number one sustainability concern for consumers. In India, by contr

83、ast, this topic ranks toward the back of the pack in terms of perceived relevance and urgency, behind a wealth of issues perceived as more important: these include water pollution, extreme weather, deforestation, and food insecurity. The need for this kind of contextual intelligence is present acros

84、s all major dimensions of strong branding, from purpose to trust to sustainability. Which is why at Kantar, we believe strong consumer and category insight is at the core of all brand-building activities. Brands cant understand with perfect clarity where the overall economy is headed; no one can. Bu

85、t even the strongest brands can work to better understand their consumers, their categories, and themselves - and that way lies all-weather growth. SingleCategoryModerateDiversity16.0%HigherDiversity24.2%13.8%The worlds most valuable brands do the basics wellGlobal Top 100 brands 2022Brands that hav

86、e diversified into multiple categories show faster brand value growth in 2022Average % Brand Value change 2021 to 2022Avergae brand - 100 STRONG BRANDS ARE MORE RESILIENT IN A CRISIS AND RECOVER FASTER Kantar BrandZ Stock PortfoliosALL-WEATHER VALUEStrong brands provide stock market resilience durin

87、g periods of volatility, providing a reliable, positive return on the money invested to build brand equity. When turbulence drives markets down, strong brands decline more slowly, and when markets recover, strong brands rebound more quickly. Strong brands also turbocharge gains during periods of sus

88、tained economic growth.Over the 17 years in which we have been tracking the worlds strongest brands,the companies behind the top-ranking brands have far outperformed stock market benchmarks. The value of the Kantar BrandZ Powerful Brands Top 10 Portfolio increased 435% between April 2006 and Februar

89、y 2022, outperforming both the S&P 500 and the MSCI World Index. (The MSCI World Index is a weighted index of global stocks.)What that means is that $100 invested in 2006 would be worth $224 based on the MSCI World Index growth rate, and $345 based on the S&P 500 growth rate. But that $100 invested

90、in the Kantar BrandZ Strong Brands Portfolio would be worth $534.Strong brands do far more than win press accolades and consumer recognition. The value of a brand has a clear, measurable link with the share price of the company behind it.Strong brands generate superior shareholder returns Kantar Bra

91、ndZ Portfolios vs S&P 500 vs MSCI World Index (2006 - 2022)Source: Kantar BrandZ, Bloomberg and S&P Capital IQInvestment value:$100 invested in 2006. MSCI World Index S&P 500 Strong Brands Portfolio Powerful Brands Top 10 portfolio. will today be worth14435%357%245%124%$100$224$457$345$53415Key Resu

92、ltsKEY RESULTSWith a 55% increase in brand value, Apple rose one spot to secure the number one spot on Kantar BrandZ global rankings for the first time since 2015. With a total brand value of $947,062 million, Apple is now the clear global leader in brand value, thanks to its strength across its har

93、dware, software, and services offerings.Apple takes the top spotNo. 1This year, the total value of the Kantar BrandZ Top 100 brands is equivalent to over 9% of the worlds entire GDP. Nearly $1.6 trillion in brand value was added year-on-year, for a proportional increase of 23%. That is the second-st

94、eepest annual rise in BrandZ history, after last years 42%.Top 100 brands worth nearly $8.7 trillion ALL-AROUND VALUELast year, Apple and Amazon became the first brands in BrandZ history to surpass a half a trillion dollars in total brand value. This year, they were joined in that feat by Google, wh

95、ich rose 79% year-on-year to become the worlds second most valuable brand; as well as Microsoft, which rose 49% to retain the number four spot. Next year, one or more of this select foursome could very well surpass a trillion dollars in brand value.The race to $1 trillionTHE FAB FOURMedia & Entertai

96、nment, Business Solutions and Technology Providers, and Retail account for over half of the total value of brands in the Top 100. These categories encompass some of the biggest brand names in the world names like Disney, Google, Microsoft, and Amazon. And from top to bottom, they also offer some of

97、the most consistent points of connection to people at work and play.Biz Tech, Media, Retail lead in total valueTHE BIG THREE16Key ResultsHAUTE GROWTHThe value of top brands in Luxury and Consumer Technology increased 45% and 46% respectively, setting the high mark this year for category growth. The

98、collected value of top banks and cars brands also grew faster than the overall BrandZ Top 100 - with growth in the cars category most notably driven by Tesla, which grew year-on-year by more than 78%.Strong year for luxury and tech brandsThis year features an incoming class of 11 newcomers to the To

99、p 100. Of these, six brands are making their Top 100 debut - led by Aramco, which is the top new entrant at number 16 in the 2022 rankings. Another five brands are returning to the list after a hiatus - and include such well-known global names as Lancme, KFC, and Aldi.Eleven brands join the Top 100N

100、EWCOMERSFor the second straight year, American brands account for 56 out of the worlds Top 100 brands. American brands share of the Top 100s total value, meanwhile, has increased by 24%. This year, number of Chinese brands in the Top 100 fell by four, to 14, while the number of European brands on th

101、e list held steady at 18. Meanwhile, brands from Argentina and Saudi Arabia joined the Global Top 100 for the first time.Top 100 expands its global reachUS BRANDS PREDOMINATEIt has never been tougher to earn a spot in the Kantar BrandZ Global Top 100. This years threshold for entry stood at $21.2 bi

102、llion which represents an increase of some 12% versus 2021, and of over 400% since 2006. This makes it more important than ever for brands to use their marketing investment to focus on building positive, Meaningfully Different perceptions of their brands in the minds of consumers. Doing so will help

103、 them to grow demand, justify a higher price point than competitors, and create potential for future business growth.Harder than ever to break inAN ELITE GROUPThe luxury jewellery brand grew 88% in 2022, a rise that was fueled by strong demand for top-tier luxury goods. Alongside fellow Top Risers H

104、erms and Louis Vuitton, Cartier is seen as an especially smart buy when it comes to offering products that retain their worth over time.Cartiers dazzling yearTOP RISERCROSS-CATEGORY TRENDS PEOPLE HEALTH AND WELLNESS LOGISTICS VALUE MARKETING TECHNOLOGY CULTURE TRADE SUSTAINABILITY1718PEOPLEPEOPLECro

105、ss Category TrendsTHE GEN Z IMPERATIVEEMPOWERED EMPLOYEESEven as their formative years have been shadowed by a pandemic, Gen Z consumers have nevertheless come into their own as a major commercial and cultural force. Last decade, brand marketing toward Millennials was shaped by a visual imperative t

106、hat took its cues from the curated perfection of Instagram. Now, with Gen Z, were seeing a shift from identities that are organized around still photos, to those that are defined by self-shot video posted to platforms like TikTok and Douyin. What dominates today is a more kinetic imperative. Shaped

107、as they are by these more freewheeling social networks, Gen Z consumers are looking for branded products and content that they can truly make their own. They dont just want to stand still and pose with their purchases: they want to show them off, demonstrate them, and remix them in motion, for all t

108、o see.These days, some of the most important constituents for purpose-driven marketing arent a brands consumers, but rather its own employees. Thanks to tight labor markets in many major economies, businesses are having to work overtime to convince staff that their workplaces are a good long-term co

109、mmitment. In short, brands today must demonstrate that their corporate cultures are as Meaningfully Different as their products. In part, that means offering more in the way of scholarships, bonuses, and remote work options. But it also means proactively addressing employees more idealistic concerns

110、 around issues like sustainability, diversity, and inclusion. More and more, employees dont just prefer that their workplaces policies align with their personal ethics - they are demanding that this be so, and they are doing so quite publicly. Indeed, in the past year some of the most notable activi

111、st campaigns targeting brands have come from inside those brands own organisations.19Cross Category TrendsHEALTH AND WELLNESSLOGISTICSPLANT POWERIN-HOUSE EXPERTISELast decade, much of the marketing around plant-based and natural ingredients focused on perceptions that they offered a “safer” alternat

112、ive to synthetic ingredients. The appeal of the so-called “clean,” natural label was inseparable, in other words, from the fear of the “dirty,” “toxic,” and artificial. Organic products were valued as much for what they were “free from”, as for what they contained. Now the conversation has matured,

113、and theres more room to talk about the actual benefits of plant-based ingredients in their own right. Beverage brands now tout the stress-busting properties of adaptogenic mushrooms; personal care brands highlight the clinical efficacy of plant extracts like tea tree oil; apparel brands extoll the h

114、eat-dispersal properties of eucalyptus fiber. And therein lies the shift: Plant-based products arent just seen as a safer option these days, but also as the more effective option across a wide array of performance metrics. And going forward, plants may even be seen as more luxe, too. As brands like

115、Herms and Mercedes continue experiment with mushroom and cactus-derived leathers, cow hide may soon seem crude by comparison.From retail to technology, leading brands across a variety of categories have seen the benefits of bringing more of their operations in-house - especially in an age of supply

116、chain disruptions, as well as rising prices for raw and finished materials. Sometimes this in-house strategy takes the form of greater vertical integration in design and manufacturing: as in the case of Apples move to manufacture its proprietary M1 and A-series processing units; or of Teslas vaunted

117、 battery division. Done successfully, these integrations ought not only reduce costs for the brand, but ultimately for the consumer, too.These in-house projects can also serve as a point of marketing differentiation, as well. (Again, see Apple and Tesla). In the retail space, names as diverse as Ald

118、i, Target and Lowes have built their strategies around developing a stable of well-designed, well-priced store brands that are available nowhere else - but whose products look and perform more like DTC challenger brands than the generic “private label” offerings of yore. 20Cross Category TrendsLOGIS

119、TICSVALUEULTRAFAST AND ULTRALOCALREFRAMING THE MIDDLEGone are the pre-pandemic days when two-day order fulfillment was enough to impress. These days, the worlds major cities are rife with startups promising groceries in 15 minutes or less. Fast food brands in the US are opening delivery-only ghost k

120、itchens to shave crucial minutes off of the time it takes to fulfill orders; in China, major e-commerce and logistics brands are partnering with mom-and-pop vendors to embed e-commerce fulfillment networks directly into urban housing complexes. For well-positioned brands, this new last-mile scramble

121、 offers a cornucopia of revenue options. Brands could aim to diversify into behind-the-scenes, “white label” B2B delivery services, as Walmart has recently done for clients like Home Depot. Or they could enter into more public brand partnerships, as in the high-profile deal that has seen Chinese ret

122、ail app JD.com become the official e-commerce fulfillment partner for the social network Kuaishou.In the 2010s, one popular strain of thought held that economic inequality would lead to a permanent hollowing-out of the so-called middle market. The idea was that branded commerce would bifurcate to ei

123、ther serve budget-minded lower income shoppers, on one hand, or luxury-minded One Percenters, on the other. What happened instead is that mid-tier retail brands did indeed feel the squeeze (consider the decline of some high-street department stores). But crucially, mid-tier products and services con

124、tinue to appeal, so long as theyre marketed well. Its no coincidence, for example, that after years of competing to produce the most ultra-premium headsets, both Samsung and Apple have taken steps to shore up their more middle-tier offerings. For more mass brands, the middle-ground growth play most

125、often lies in reaching upward into the mass-premium space, by charging more for products that can fairly claim to compete with luxury brands on their functional merits. This is the strategy that Maybelline, for instance, has executed this past year to much viral acclaim on TikTok. For luxury or pres

126、tige brands, the play is to carefully reach downward through trial offers and brand extensions. If youre an upmarket entertainment brand like HBO, maybe that means offering an ad-supported option for the first time in your brands decades-long history; if youre a storied luxury house or beauty brand,

127、 maybe that means expanding further into cosmetics, accessories, and casual wear; if youre a prestige beauty brand, maybe that means offering a once-a-year introductory discount for new clients.The hope is that in the long run, consumers will take advantage of next-gen credit and financing platforms

128、 to become full-fledged luxury goods patrons, regardless of their actual income levels. (In an age when fewer people own houses or cars, a surprisingly wide range of people are buying Louis Vuitton, even if doing so isnt always the wisest financial choice). And in the meantime, theres plenty of prof

129、it to be found, these days, from mining the middle market.21Cross Category TrendsVALUEMARKETINGTHE RESALE EFFECTTHE (THIRD-)PARTYS OVERThe notion of “resale value” has long informed brand value in the cars category, burnishing the reputation of brands like Toyota as “good buys” not just for today, b

130、ut also for five or ten years down the line, when you might want to sell. Now, a variety of resale startups have brought the same financial calculus to bear on luxury, streetwear, and footwear brands - as consumers can see in real time which products can best “hold their value” on the secondary mark

131、et. This burgeoning resale trend has been a boon for brands with more classic, iconic “hero products” in their stables - as well as those that manage to bring out the seasons hottest, hard-to-find viral sensation.In a slightly different way, resale economics have also come to bear on the consumer te

132、ch category: in the gaming world, console shortages made for a brisk trade last year in second-hand PlayStation 5s and Xbox Series Xs; Apple, meanwhile, has aimed to capture more of the iPhone resale market for itself (and encourage more “trading up” besides) by offering very generous, very seamless

133、 trade-ins for old devices.For brand marketers, the much-prophesied “post-cookie era” is finally nigh - having been hastened by a combination of regulatory pressure from jurisdictions like Europe and China, as well as strong pro-privacy stances by hardware manufacturers like Apple. What exactly does

134、 this mean for the future of digital marketing in general, and online performance marketing in particular? That is a billion-dollar question with no guaranteed answer. Its certainly likely that in the absence of third-party trackers, the advantage will go to those brands and platforms with which con

135、sumers are most willing to share their own first-party data. That includes search brands like Google, of course. But also consider a brand like Nike, which has built out a content suite that includes fitness tools, fan communities, and the SNKRS shopping app - all of which should work together to pr

136、ovide the brand with rich consumer profiles and dynamic marketing opportunities. Brands have long aspired to build interactive “brand universes”; now, it really pays to actually have one.22Cross Category TrendsTECHNOLOGYCULTURETHE META MOMENTRETRO EXPERIENCESWhen it comes to augmented and virtual re

137、ality, its understandable why some have adopted a “once bitten, twice shy” approach; we all remember the rise and fall last decade of certain digital glasses prototypes. But what makes the rise of the Metaverse feel different, these days, is all the work thats gone on behind the scenes, to allow for

138、 the building out of digital worlds on a truly industrial scale. Much of this incipient Metaverse is based more on the process of video game design, than it is on traditional coding. This is why you see brands like Nvidia and Activisions Unreal Engine emerging as first movers in this space - in addi

139、tion, of course, to Mark Zuckerbergs Meta (n Facebook). The most encouraging development on the Metaverse front, perhaps, is Microsofts enthusiasm for integrating VR into its Teams suite of collaboration tools. Going forward, the Metaverse may have all sort of outr implications for categories like f

140、ashion, furnishings, and beauty - not to mention immersive marketing experiences for products of all types. Thats all quite exciting - but for now, the greatest test for the Metaverse will be to see if it can prove useful in a far more mundane corner of life: the routine business meeting.At a time w

141、hen travel across physical distances remains limited for many, consumers worldwide are eager for brands and products that offer them the chance, at least, to travel through time. In other words: we are in the middle of a full-blown retro revival. Nostalgia has always been a potent commercial force,

142、of course. In 1990s America, for example, there was a brief but major craze for refurbished 50s Diners. But today, rather than elevating or idealizing any one time period, the market is offering a choice between each and every era, all at once. Liquor brands are seeing a surge in interest in classic

143、 Midcentury cocktails like the gin martini, while apparel brands are exhuming old archival styles last seen in the acid-washed 1990s. Heritage luxury brands like Dior are reopening their flagship maisons as shoppable historic sites, while certain avant-garde fashion e-tailers have revived a more low

144、 resolution, early 2000s digital aesthetic. (In the entertainment world, an embarrassment of riches: The Gilded Age. Stranger Things. Plus any number of retro reboots and reimagining.) What retro products and experiences offer is a kind of grounded theatricality - the fantasy of stepping into altern

145、ate life, anchored by the very real textures of the past.23Cross Category TrendsCULTURETRADENEXT-LEVEL MASHUPSGROWING INDIAOne big story in branding today is the use of collaborations as a shortcut to creating a cultural “moment” around a product. This could include creative partnerships between a b

146、rand and a celebrity (for instance, McDonalds and BTS). Or between a larger brand and a smaller brand. Or two large brands, in different but adjacent categories (e.g. Gucci and Adidas). But even more striking is the rising trend in collaborations between two equally large competitors. In the luxury

147、category, weve recently seen the unprecedented merging of Kering sister brands Balenciaga and Gucci - as well as Fendi and Versace, which is even more unusual because they dont share a corporate parent. Similarly, in the automotive realm, Honda is pursuing electric car collaborations with both GM an

148、d Sony. The lesson here is that brand equity is, of course, precious - but brand codes shouldnt always be treated preciously if theres room for a mutual win. Without that spirit of experimentation, for instance, Frito-Lay would never have decoupled its Flamin Hot flavor platform from its origins in

149、the Cheetos brand universe - which means wed never have gotten snacks like Flamin Hot Doritos, Flamin Hot Lays, Flamin Hot Funyuns, Flamin Hot Ruffles, Flamin Hot Smartfood and so on down the Flamin line.As Chinas long run of spectacular growth appears to be leveling off, for now, India has emerged

150、as a major source of opportunity - not least for Chinese brands themselves, some of which have begun to open factories in Indian cities to better meet local demand. The sheer scale of the Indian market offers ample room for growth: For instance, according to the latest “ICUBE” report from The Intern

151、et and Mobile Association of India (IAMAI) and Kantar, Indias total number of mobile internet users will rise 900 million by 2025 up from 622 million in 2020.But India also has its own impressive stable of home-grown brands (not to mention strict regulations aimed at supporting domestic factories).

152、This year, the number of Indian brands in the Global Top 100 rose to four: Tata Consultancy Services, HDFC Bank, Infosys, and LIC. Thats more than the amount that Japan, Italy, or the UK placed - combined.24Cross Category TrendsTRADESUSTAINABILITYCHINESE BRANDS EXPAND ABROADFUTUREPROOF NOWEven as Am

153、erican and European brands remain dedicated to expanding their operations in China, they will increasingly have to contend with competition from mature, differentiated Chinese brands in their home markets. In Europe especially, Chinese smartphone manufacturers like Xiaomi, Oppo, and Vivo have become

154、 popular among young people for the way that they assemble a Swiss army knifes worth of killer features for a fraction of the price of an iPhone. In the cars realm, Chinese electric vehicle brands like Nio, Xpeng and BYD could similarly undercut homegrown brands on price while offering builds of sim

155、ilar quality. And IOT ecosystem brand Haier already owns a number of globally resonant sub-brands like Hoover and GE Appliances, while continuing to expand its own brand presence abroad. One way that brands can move the needle on sustainability is by making products that last longer. The opposite of

156、 planned obsolescence is the concept of futureproofing: finding ways to build, maintain, and service goods that last beyond typical product lifestyles. “Service” is the key verb here, as it points to how brands can continue to unlock profits under this new paradigm. In France, carmaker Renault has b

157、uilt a “used car factory” devoted to repairing used car bodies, electrifying combustion cars, repairing electric vehicle batteries, refurbishing damaged chips, and recycling mechanical parts. This is futureproofing par excellence.On a product level, the ideal “future-proofed” offering is sturdy enou

158、gh to last, but flexible enough to adapt to changing times. In the US, for instance, doormaker Masonite has unveiled its first Smart Door, featuring power, lights, sensors, smart locks, and a video doorbell integrated directly into the frame. But crucially, they have done so using a fully modular de

159、sign, which anticipates that youll want to swap in new technology across the multi-decade lifespan of your house. 25Cross Category TrendsSUSTAINABILITYTAILORED SUSTAINABILITYSOCIALENVIRONMENTALIn 2021, Kantars Sustainable Transformation Practice surveyed a worldwide audience to determine the global

160、development issues that consumers most expected brands in various categories to prioritize. We found that sustainability was not one size fits all - instead, consumer expectations vary by category, brand, and market. Most broadly, some brand categories lend themselves more to social dimensions of su

161、stainability, while others suggest a more environmental focus. Source: Kantar BrandZ Most Valuable Brands 2022SUSTAINABILITY CONCERNS DIFFER BY CATEGORY, GLOBAL LEADERS CAN BE FOUND IN ALLKey sustainability concerns for categories according to Kantars Sustainability Sector Index reportGlobal categor

162、y leaders on social and environmental responsibilityBanksTechApparelCarsLuxuryPersonal CareRetailAlcoholFood & BeverageTelecomsMedia & EntertainmentFast FoodAdam Crozier became chairman of Kantar in 2020. In 2018 he became chair of Whitbread, and in 2021 chair of telecom giant BT - which encompasses

163、 fibre internet, broadband internet, TV, and mobile divisions serving the UK. He has also served as CEO of organizations as varied as ITV, the Royal Mail, and Englands Football Association.Given your experience across a range of different industries, how do you feel that brands add value to business

164、es?Well, Ive been lucky enough to work with some fantastic brands over the years, from Saatchi and Saatchi, to The Football Association, Royal Mail, ITV, BT Group and Whitbread. What you see over many, many years is that really great brands generate superior returns. Theyre more resilient at times o

165、f crisis, and they generally return to growth quicker than other companies and other brands. Thats really important right now, because we probably have more global disruption than ever before. I can certainly say that in my career, with the impact of the war in Ukraine and Russia, continuing impacts

166、 of the pandemic, the cost of living crisis, inflation, supply chain problems, and enormous digital disruption going on its a really important time to really focus on the brand. At these times of lower growth, its all about market share, and thats generated and gained by superior brands.How has the

167、playbook changed for building a successful media or telecom brand?I think the media world has probably gone through faster disruption than many others, and so the rules have definitely changed. Streaming companies have really come to the forefront over the last few years, particularly during the pan

168、demic. However, that growth is slowing IN CONVERSATION WITH ADAM CROZIER CHAIR BT, WHITBREAD & KANTARdown now and it is increasingly becoming a question of which streamers will survive and prosper. Therell be multiple different revenue models for streamers going forward, too. It wont be just subscri

169、ption models or ad-free models there will be more advertising-funded models, as well. And of course, all the traditional media and telecom players will be fighting back. So going forward, success will mean finding that intersection between having a fantastic media brand and brilliant content that yo

170、u market in a really strong way, through multiple distribution models to reach the consumer. Because the viewer, the consumer, will always find the most convenient way to access great quality content.How do you think some of those more traditional media and telecom brands can best combat these waves

171、 of disruption?Well to slightly alter the words of Bill Clinton, “Its all about the content.” In the end, you have to be able to provide access to fantastic content. Increasingly, youve got to start to own that content outright, and youve got to start to find multiple ways to engage with your viewer

172、s, both online and through the traditional models. The difficulty, of course, for the traditional players as is that new entrants have their foot firmly on the accelerator. While the legacy players have to defend their legacy revenue streams whilst trying to move on to new revenue streams that may b

173、e less In conversation with.27profitable in the short run. Thats a very difficult journey to approach and explain to your shareholders and stakeholders especially now that its clear that even the biggest of the “streamer startups” have not yet proven how they will generate profitability for the long

174、 run. What do you think the media landscape will look like in five years time?The truthful answer is I dont know, its moving so quickly and it depends on how various brands behave and act: the decisions they take, and the quality of those decisions. I think there are a few things you can assume, how

175、ever. First, that content will continue to be king. And second, I think youll see further audience fragmentation, which I think for advertisers is a really big issue: How do you reach those mass audiences when the world is fragmenting?Increasingly, advertisers will want seamless measurements across

176、every conceivable platform so that they can understand how well their marketing and advertising is performing. I think consumers will become increasingly choosy about which services they take and which services they pay for especially with the problems of inflation and rising costs of living. These

177、pressures are why I think ad-funded models will continue to grow for the newer streamers. And why I also think that traditional players will have to adapt or they will eventually die: not in the next five years, but over the next 15 or 20 years. Its better to be proactive and make changes yourself,

178、rather than wait for someone else to do it for me or to me.What do you think the future will look like for television coverage of live events? Do you think that will become more of a focus for streamers and other upstarts and if so, is it a battleground that can be defended by the existing media pla

179、yers? In a world where you can feast or binge on content, or delay it and stretch things out, the viewer is increasingly in control. In this context, the one thing that becomes destination viewing is live events, and so its not surprising that those have grown in importance, whether thats sports or

180、music concerts.The difference, for streamers and legacy players alike, is that with other, non-live content, you own the IP for that content. And you can use it again and again. Live sport, by contrast, has a very short shelf life. You dont own the rights. You effectively rent those rights for even

181、three years or four years or five years, and you always stand the possibility of losing those rights at the end of that period. So the ability to plan for the long term isnt as easy. Notwithstanding all of that, its pretty clear that live rights will, I think, continue to grow in importance. Theyll

182、continue to grow in value, and I suspect all of the Adam Crozier Chair - BT, Whitbread & KantarClient Perspectives28streamers eventually, will have some form of live events to sort of balance out those great swaths of content that they have in all other areas. And once they do add more live programm

183、ing, I think theyll become more mixed models in many ways - a new, modern version of the old traditional media companies. Streamers will become a little bit more like the traditional guys, but using a more tech-forward distribution model. And I think the traditional guys will have to move more towar

184、ds what the streamers doing. Youll end up meeting in this sort of middle ground, I suspect. And once you do meet in that middle ground, then of course what will really matter is the strength of your content and the strength of your brand That takes you right back again to really investing in the bra

185、nd.What do you think the future looks like for BT, and how would you like to see the brand evolve over the next few years?Thats a huge question. BTs got a very big agenda - and I think BT is undergoing of the biggest business transformations in the UK, and even globally. Its a hugely important brand

186、 and company. In many ways it underpins a lot of what needs to happen in terms of supporting the UK economy in the future, building back better, levelling up and connecting people for good. Weve seen in the last two years, through COVID, just how important BT is to everybody, in every part of the UK

187、 and beyond. One important strategy for us, is all about the rollout of Fiber and 5G: connecting every house and home and business with super-fast Fiber and 5G. Thats a marketing challenge as much as its an infrastructure challenge: its about ensuring that once weve spent all these billions in new n

188、etworks, we can actually connect people to them and generate a return. Like all companies, we have a job to do in both consumers and businesses to migrate people from legacy products to new digital products. We share that with most brands. At the same time, weve got a big job to do to change our cul

189、ture and to become much more efficient. Weve got to do all of that in a much more inclusive, responsible, and sustainable way. We really do touch the environment in many ways, including things people might not think about. Like, for instance, we are the second biggest fleet of vehicles in the UK. An

190、d therefore we need to move to more electric vehicles. And during these transformations, brand is really important for us. Because if you look at telecoms companies all over the world, its an unusual industry, right? Because youve had usage growth of maybe 50% every two years - and yet if you look a

191、t the revenue streams of most telecom companies, theyve been relatively flat. So this is clearly an issue, and as we find ways to increase revenues brand strength is absolutely key. So how we use our brands to talk to customers in the future not just BT, but also EE, Plusnet is really crucial for us

192、. Adam Crozier Chair - BT, Whitbread & KantarClient PerspectivesSimilarly, when we think about the research industry and Kantars place within that, what do you see as the key challenges for the next couple of years? Kantars challenges are very similar to its clients challenges - which is as it shoul

193、d be, because we should be working closely with our partners to make them as successful as is humanly possible. A starting point, for Kantar, lies in making sure our data services are as customer-centric as possible. Everyone knows, of course, that having access to accurate data is becoming more and

194、 more important for every company in the world; data around a companys market, their brands, and their consumers. That being said, many people I talk to in the corporate world say theyre sort of drowning in data. Its like youve almost got too much data. And so it begs the question: How can I collate

195、 that data? How can I use it and interrogate it to drive insights that really help me compete in a world where the goal is to capture more market share, rather than just go with the flow? Our innovations are increasingly being used by us and the market generally allows us, greater and quicker access

196、 to data on audiences, consumers and indeed on brands and their performance. And I think its how we use that data to help our clients compete. That is absolutely critical.HOW BRANDS CREATE VALUE30 WHATS IN A BRAND?30Brands: complex, dynamic flows of valueMarketing is typically seen as a series of di

197、screte activities, at best as links in a chain where effect follows action. In reality, the world is dynamic and messy. The great marketing thinker, Jeremy Bullmore, once described brands as “fiendishly complicated, elusive, slippery, half-real/half-virtual things.”The consumer lives in a sea of mar

198、keting with currents swirling around them all the time. She is touched hundreds of times a day by brands, mostly in the smallest ways that she dont make any effort to attend to. Only some of these contacts are actively controlled by marketers, but all are part of the brand experience that shapes con

199、sumer attitudes and actions.Equally, consumers are also creating many brand outcomes every day, some more obvious than others. A click, a search, a webpage view, a referral, a review, a moment of consumption, reading the packaging: all of these fresh connections are all potentially as important as a

200、 sale. Marketers are too frequently distracted by what is measurable easily, ignoring the broader and cumulative effects of their activities.Graham StaplehurstDirector, Thought LeadershipKantar BrandZ How Brands Create ValueWHATS IN A BRAND? UNRAVELLING THE FLOW OF CONNECTIONS THAT MAKE A BRAND AND

201、CREATE VALUE FOR THEIR BUSINESSES31Multiple value streams, many unrecognised The value that a brand creates for its business is typically understated. Business value comes in many forms, and a strong brand can support each of them. Brands predispose consumers to a product or a service. Increasing th

202、e number of people buying or choosing your brand (or their frequency of doing so) increases your volume share. Brands imbue products with qualities that consumers are willing to pay more for. Higher prices or lower promotional rates improve your value share, margin and profits. Brands attract and re

203、tain employees, partners and suppliers. Improving these relationships can reduce business costs and increase profits. Brands exist in the minds of people. Strong, well-built, and well-maintained brands persist in memory and deliver these value streams over time, lasting for years. A healthier busine

204、ss outlook improves investor relations, ease of borrowing, and the cost of capital. Brands have impacts outside the business. They can improve or damage aspects of society, the environment or the lives of individuals. The flow of connections that fill a brands reservoir of equityAll these different

205、forms of value are connected. We can construct a value formula which connects each element of value, one to the next. The variables involved are quantifiable. We call this formula the Meaningfully Different framework, and it helps businesses increase the value of their brands their sales, their shar

206、e price and their impact on society and the planet.Kantars work with clients is designed to measure all of these flows of value. The Meaningfully Different framework measures the value of brand equity accumulated in the minds of consumers its impact on penetration and market share; its impact on wil

207、lingness to pay; and its impact on future growth potential.Each brand is unique, represented by connections that each individual consumer makes in their mind. Brands are not like houses or apartments, all alike physically. They are like homes, personal to each of us, made of memories and experiences

208、, inhabited by different personalities.Each decision point is also unique, with an ever-changing context of needs. Brands face real-world factors like availability, pricing, and prominence. All of these impressions, connections, and experience points add up to this concept of brand equity.THE VALUE

209、CREATED BY BRANDSHow Brands Create Value( volumeprice )coststx-=32How Brands Create ValueThe ripple effect from consumers decisions and how to measure itDecisions are fluid. Kantars behavioural science team have illustrated the connections between memory, the external situation, and the processes of

210、 the brain in the diagram on the right.Examined at a single point in time, the process seems relatively simple and linear a combination of type 1 and type 2 thinking dominated by the easy, intuitive choices unless there are external factors or interruptions requiring a more considered view. But take

211、 a step back to a larger time frame and more connections and flows appear. Decisions and experiences feed back into memory. They affect the future contexts: trying online grocery delivery for the first time will affect decisions on many other brands and products afterwards; promotions create the exp

212、ectation of lower prices; poor service delivery can trigger a later online search.Decisions have wider consequences, like the ripples on a pond. We share experiences and memories with each other, we use brands as social currency, we see other peoples brand choices, and we form part of the context fo

213、r those decisions.This bigger picture can be evaluated through brand research. We can measure the flow of inputs, we can measure the connections the consumers are making between them, and we can measure the flow of value that results.CONSUMER DECISION-MAKINGDECISIONTRIGGERMEMORYSTRUCTURESTYPE 1INTUI

214、TIVEOUTPUTWORKING MEMORYFEELING OFRIGHTNESS(FoR)TYPE 2DECISIONEXPERIENCEPATTERNMATCHINGHABITSREFLECTIONAND/ORRETHINKINGMotivational, situational and cognitive factors influence effort that goes into reflection and rethinking33Kantar BrandZ measures how meaningful, how different, and how salient bran

215、ds are to consumers. Our metrics are the summary of the connections the consumer has to brand in their mind. These connections may be in the form of knowledge know what a brand or product does, how it works, and which needs it will meet. They may equally be feelings, emotional connections to a place

216、, person or time in their life. And they may be previous experiences of the brand. Behavioural scientists have demonstrated that when any concept like the idea of a brand is needed by our brain for a task, it assembles the concept through connections of knowledge, feelings, and experiences. A balanc

217、e and depth of each type of connection produces the fastest, most easily accessed representation.A strong brand has this same balance and depth: a wide variety of relevant thoughts and feelings evoked in the mind of the consumer. Stronger brands are evoked faster and more easily, giving it high ment

218、al availability. These guide intuitive responses when a decision is required, and support reflection, rethinking and justification around that decision.To guide marketers, we have also identified the four fundamentals essential for strong brands: a range of well-designed products, that deliver a gre

219、at product experience, fitting into consumers everyday lives easily, all communicated effectively by the brand.KEY TAKEAWAYS1234How Brands Create ValueConnecting your brand to your businesss future cash flowThe value of brand equity to a business is seen in the first instance in a flow through to sa

220、les. Brand equity represents a reservoir of positive connections in the minds of consumers that predisposes their current and future brand choices. Marketing can keep this reservoir replenished with a flow of fresh connections and reminders of existing ones. If a brand goes unsupported, the reservoi

221、r will maintain sales for a time, but eventually its pressure will reduce and sales decline.Marketing also helps to optimise the activation of equity. Brands not only need to be easy to mind, they need to be easy to find. The right connections between the brands mental associations and the context w

222、hen consumers are making decisions its price, availability, appearance and convenience will ensure a positive flow of value to the brand. Connections that a brand makes in peoples minds are not just influential on sales. Employees are people, suppliers are people and investors are people too. The sa

223、me connections that marketing has created through product innovation, advertising and all other channels influence decisions that people make about where they work, who they work with, and where to invest.The value of these flows of brand connections are significant to any business even if they are

224、more intangible and harder to measure. The ultimate flow of value from a brand is to its companys share price. Kantar BrandZ analysis and these annual rankings have quantified the value of a brand as a business asset, using the brand equity measures that we have demonstrated flow through to sales vo

225、lume, to margin and to future share growth.Using the annual rankings, Kantar BrandZ has shown that the brands with the strongest connections help their company share price grow faster in good times, and resist and recover faster from difficult times, as shown by the graph on page 14. Dont stop there

226、. Go beyond profit and more profit shall comeOver the last 10 years, we have seen value flow even faster into companies with the strongest brand connections. But there has also been a major change in the global context in which brands operate. Brands are no longer seen as just the connection between

227、 the consumer and the company. Brands are the companys connection to the outside world, to our planet, and to its people. They are mechanisms through which consumers can affect many of the issues which have come to the fore over the last decade: the sustainability of our society and our environment.

228、You can read more about these connections and marketings role elsewhere in this report from Kantars Sustainable Transformation Practice. Kantar BrandZ is this year making the first step to connect social and environmental value to brand value.Kantar BrandZ is actively developing a method to quantify

229、 the value of brands beyond profit: their value to people and to the planet. We hope to demonstrate that it is not a question of either/or. Brands can be a positive force for change in the world beyond their own marketplace. And we expect that, increasingly, brands that achieve this will see a posit

230、ive flow through to their value as a business asset too.MOST VALUABLE GLOBAL BRANDS3537404244 TOP 100 GLOBAL BRANDS GLOBAL TOP TEN NEWCOMERS TOP RISERS GLOBAL PERSPECTIVES353535Brand Value (US$ Mil.)Brand Value (US$ Mil.)RankRankBrandBrand% Brand Value Change vs 2021% Brand Value Change vs 2021Rank

231、changeRank changeCategoryCategoryMarket of OriginMarket of Origin62232425APPLEGOOGLEAMAZON*MICROSOFTTENCENT*MCDONALDSVISAFACEBOOKALIBABA*LOUIS VUITTONNVIDIAMASTERCARDNIKEMOUTAIVERIZONARAMCOCOCA-COLA*IBMADOBEINSTAGRAMUPSORACLEAT&TYOUTUBETHE HOME DEPOT2022 MOST VALUABL

232、E GLOBAL BRANDS947,062 819,573 705,646 611,460 214,023 196,526 191,032 186,421 169,966 124,273 124,161 117,253 109,601 103,380 101,962 99,327 97,883 96,992 92,830 92,098 91,361 90,356 87,169 86,212 84,220 55%79%3%49%-11%27%0%-18%-14%64%19%4%31%-5%0%N/A12%6%18%11%25%49%-13%83%19%11-20031-2-2111-24-3-

233、2N/A-1-31-216-9150Consumer TechnologyMedia and EntertainmentRetailBusiness Solutions and Technology ProvidersMedia and EntertainmentFast FoodPaymentsMedia and EntertainmentRetailLuxuryBusiness Solutions and Technology ProvidersPaymentsApparelAlcoholTelecom ProvidersEnergyFood and BeveragesBusiness S

234、olutions and Technology ProvidersBusiness Solutions and Technology ProvidersMedia and EntertainmentLogisticsBusiness Solutions and Technology ProvidersTelecom ProvidersMedia and EntertainmentRetailUS US US US China US US US China France US US US China US Saudi Arabia US US US US US US US US US 26272

235、82930337383940447484950ACCENTUREHERMSPAYPALTESLANETFLIXSAPTELEKOM/T-MOBILEQUALCOMMINTELSTARBUCKSXFINITYWALMARTDISNEYMARLBOROLINKEDINCISCOTEXAS INSTRUMENTSSALESFORCESAMSUNGCHANELTATA CONSULTANCY SERVICESINTUITCOSTCOSPECTRUMLORAL PARIS82,597 80,323 78,745 75,933 73,518 69,014 64,

236、572 62,439 62,387 61,758 61,613 61,492 60,487 58,384 58,077 57,026 56,123 54,970 54,029 53,021 50,349 49,618 49,614 49,554 47,480 28%73%-2%78%3%0%50%29%-13%2%4%3%10%2%63%22%14%12%16%13%61%38%41%5%24%Business Solutions and Technology ProvidersLuxuryPaymentsCarsMedia and EntertainmentBusiness Solution

237、s and Technology ProvidersTelecom ProvidersBusiness Solutions and Technology ProvidersBusiness Solutions and Technology ProvidersFast FoodTelecom ProvidersRetailMedia and EntertainmentTobaccoMedia and EntertainmentBusiness Solutions and Technology ProvidersBusiness Solutions and Technology Providers

238、Business Solutions and Technology ProvidersConsumer TechnologyLuxuryBusiness Solutions and Technology ProvidersBusiness Solutions and Technology ProvidersRetailTelecom ProvidersPersonal CareUS France US US US Germany Germany US US US US US US US US US US US S. Korea France India US US US France 116-

239、918-6-5144-11-6-5-7-5-7140-7-7-2-51267-11-2*Brand Value of Amazon includes Prime and Amazon Web Services. *Brand Value of Tencent includes QQ, WeChat, WeSing, WeBank and . *Brand Value of Alibaba includes Ant Financial, Freshhema, Taobao and Tmall. *The Brand Value of Coca-Cola includes Lights, Diet

240、s and Zero.Source: Kantar/BrandZ (including data from Capital IQ and Kantar Consulting)35363636Brand Value (US$ Mil.)Brand Value (US$ Mil.)RankRankBrandBrand% Brand Value Change vs 2021% Brand Value Change vs 2021Rank changeRank changeCategoryCategoryMarket of OriginMarket of Origin557585

241、9606676869707172737475MEITUANAMDTIKTOKAMERICAN EXPRESSWELLS FARGOXBOXRBCGUCCIJ.P. MORGANJDHDFC BANKICBCHAIERINFOSYSVODAFONETOYOTAHUAWEICHASEBANK OF AMERICAMERCEDES-BENZMERCADO LIBRETDSIEMENSSNAPCHATUNITEDHEALTHCARE45,051 44,677 43,483 43,358 43,052 39,674 39,522 37,887 37,412 36,812 35,60

242、3 35,315 35,152 33,551 33,357 33,108 32,672 32,098 30,846 30,349 29,916 29,720 29,197 28,934 28,315 -14%36%0%52%54%31%43%12%55%-17%35%-6%33%N/A12%23%-14%47%60%17%N/A47%24%34%36%-175-87736-215-165-112N/A-5-2-171229-3N/A182810Services Platform Business Solutions and Technology ProvidersMedia and Enter

243、tainmentPaymentsBanksConsumer TechnologyBanksLuxuryBanksRetailBanksBanksIoT ecosystemBusiness Solutions and Technology ProvidersTelecom ProvidersCarsConsumer TechnologyBanksBanksCarsRetailBanksConglomerateMedia and EntertainmentInsuranceChina US China US US US Canada Italy US China India China China

244、 India UK Japan China US US Germany Argentina Canada Germany US US *Commonwealth Bank of Australia. *The Brand Value of Budweiser includes Bud Light. Source: Kantar/BrandZ (including data from Capital IQ and Kantar Consulting)76777879808878889909979899100BMWPING ANDHLUBERCOMMBA

245、NK*DELL TECHNOLOGIESKUAISHOUZARANTTFEDEXLOWESLANCMECHINA MOBILEADIDASTARGETIKEALICBUDWEISER*AIAKFCADYENXIAOMIALDIAIRBNBMORGAN STANLEY27,594 27,438 26,951 26,892 26,601 26,544 26,535 25,400 25,244 24,626 24,562 23,871 23,813 23,791 23,539 23,414 23,265 23,163 22,733 22,293 21,757 21,653 21,282 21,276

246、 21,219 11%-28%34%20%37%7%N/A19%23%4%19%37%-8%6%39%11%-4%-9%10%23%N/A-13%20%N/AN/ACarsInsuranceLogisticsServices Platform BanksBusiness Solutions and Technology ProvidersMedia and EntertainmentApparelTelecom ProvidersLogisticsRetailPersonal CareTelecom ProvidersApparelRetailRetailInsuranceAlcoholIns

247、uranceFast FoodPaymentsConsumer TechnologyRetailServices Platform BanksGermany China Germany US Australia US China Spain Japan US US France China Germany US Sweden India US Hong Kong US Netherlands China Germany US US -5-2814-117-9N/A04-90N/A-20-10N/A-7-19-24-7N/AN/A-27N/AN/AN/A362022 MOST VALUABLE

248、GLOBAL BRANDSTOP BRANDSApple is the most valuable brand in the world in 2022, regaining the top spot in the Kantar BrandZ Global rankings that it last held in 2015. Despite industrywide supply chain constraints, this year saw Apple move from strength to strength as it increased its brand value by a

249、robust 55%.Top 10 Global Brands37 APPLEGOOGLE AMAZONMICROSOFT TENCENTMCDONALDS VISAFACEBOOK ALIBABALOUIS VUITTON38Top 10 Global Brands APPLE RECLAIMS THE TOP SPOTTHE GLOBAL TOP 10Even among top brands, Apple stands out for its high degree of differentiation and control. By manufacturing its flagship

250、 A15 and M1 processing units in-house, Apple has gained even more pricing power and logistical flexibility in the market.Just as importantly, Apples hardware advances have powered new consumer-facing breakthroughs in areas like computing speed and camera processing. These breakthroughs are then, in

251、turn, brought to eye-popping life by the brands best-in class marketing communications team - which has protected and expanded the brands edge in measures of Difference.In the regulatory realm, Apples new data-collection policies for its iOS software have reshaped the advertising and social media in

252、dustries as profoundly as any government regulations. Going forward, dont be surprised if Apple becomes the worlds first brand to cross $1 trillion in brand value in the Kantar BrandZ ledgers.Just below Apple in the Global Top 10, Google has risen one spot to number two. The brands 79% year-on-year

253、growth makes Google the third fastest riser overall in the Global Top 100, behind only Cartier and Googles own sibling brand YouTube. Similar to Apple, Googles established dominance (here, in search), has allowed it to navigate the transition to “post-tracking” regulatory landscape from a position o

254、f strength - while Googles suite of work and productivity apps have made it an essential part of consumers lives worldwide. Last year Amazon was the worlds most valuable brand. Now it sits at third on the list, after Apple and Googles exceptionally strong year-on-year growth figures allowed those br

255、ands to leapfrog the retail giant. As lockdown-era surges in online shopping began to recede and stabilize, Amazon grew 3% year-on-year for a total of more than $705 billion - which, to be sure, is still a massive valuation. Going forward, Amazon will seek to elevate its growing advertising, media,

256、and cloud computing divisions alongside its core retail business.When the Kantar BrandZ global rankings first launched in 2006, Microsoft was the world number one with a total valuation of some $62 billion. In the years since, it has not only survived, but thrived, with a total value of more than $6

257、11 billion and holding fast to the number four spot in the Global Top 10. Its true that, today, Microsoft is no longer trying be all things to all people - but what its become instead under the watch of CEO Satya Nadella, is the worlds most enduringly valuable Business Services brand, and thats no s

258、mall feat.For all that tech brands have remained a dominant force in the Kantar BrandZ Top 10, as a group they are more vulnerable to regulatory headwinds than brands in other categories. This fact helps to explain the more challenging year experienced by the Chinese brands Alibaba and Tencent - as

259、well as the US social media giant Facebook, which has also had to contend with changing smartphone standards set forth by Apple and Google Android.Nevertheless, nine brands from last years Global Top 10 have returned to comprise this years elite upper tier of brand value. They are joined for the fir

260、st time by Louis Vuitton in the number 10 spot.Top 10 Global Brands39BRAND SPOTLIGHTBRAND SPOTLIGHTEven with supply constraints, Apple booked record revenue in 2021 on the strength of both its products and services. By the end of that year, Apple reported some 785 million paying subscribers for its

261、entertainment, cloud, and app services. On the hardware side, it now boasts some 1.8 billion active installed devices worldwide. In March, Apple TV+ became the first streaming service studio to win a Best Picture Oscar, for its film CODA. Apples brand superpower lies in its Difference. No other bran

262、d in the Kantar BrandZ Global Top 100 has a higher score for this crucial attribute:Apples global reach and consistency have leveraged these qualities into a unique ecosystemMicrosoft is the worlds most valuable Business Services brand, and has also made sustain-ability a key part of its differentia

263、ted business proposition. Most notably, it has committed to becoming a carbon negative, water positive, and zero waste company by 2030. These efforts are good for the planet, and for Microsofts brand reputation. But theyre also advantageous for Microsofts cloud and software clients, as well, now tha

264、t companies are adding environmental impact benchmarks into their financial reports. $471M to the brands Climate Innovation Fund to accelerate towards reduced carbon goals and address water waste.$100M donated to Breakthrough Energys Catalyst initiative, aiming to fund and demonstrate decarbonisatio

265、n technologies.Consumer Sustainability Perception Index* USA, Business IT Software (B2B)Microsoft Consumer Sustainability Perception Index2022 BRAND VALUE+49% year on year2021 Brand value $410,271m$611,460m*Consumer Sustainability Perception Index is a weighted average of behaviour towards the envir

266、onment, society, employees and supply chain Source: BrandZ, USA, 2021, Business IT Software2022 BRAND VALUE+55% year on year2021 Brand value $611,997m$947,062mNEWCOMERSThis years Kantar BrandZ Global Top 100 features 11 Newcomers - including six brands that are entering the list for the first time,

267、and five returning names.Newcomers40ARAMCOINFOSYSMERCADO LIBREKUAISHOULANCMETARGETKFCADYENALDIAIRBNBMORGAN STANLEY41Newcomers ELEVEN BRANDS JOIN THE TOP 100NEWCOMERSAramco, one of the worlds largest integrated energy and chemicals companies is the highest value new entrant on the Newcomers list, wit

268、h a value of more than $99 billion. Following its IPO in 2019, Aramco instantly became one of the worlds largest publicly traded companies by market capitalisation.As a group, 2022s Newcomers defy easy summary. They hail from nine different categories - including Airbnb, which essentially invented a

269、 category of its own upon its founding in 2008.Even among the three retail brands included this year, youll find a global brick-and-mortar grocery specialist (Germanys Aldi), a single-market omnichannel player (Americas Target), and a regional e-commerce pioneer (Argentinas Mercado Libre). Among all

270、 retail brands in the Top 100, Aldi and Target stand out as especially strong in developing resonant in-house sub-brands - a practice that can be crucial for retaining strong profit margins.These Newcomers are similarly spread out geographically, hailing from eight different countries - and expandin

271、g the Top 100s geographic spread with the debut of brands from Saudi Arabia, Argentina, and The Netherlands (home to payment platform Adyen). Some Newcomers began their lives as challenger brands before finding their own differentiated niche - as in the case of Kuaishou, which followed TikTok/Douyin

272、 into the short-form video market before carving out a reputation for its shoppable livestreams. Others, like Infosys, started out with a pioneering offer (e.g. outsourcing) and now provide a wider range of services. Some Newcomers, like Adyen, have conspicuously spurned talks of mergers and acquisi

273、tions to focus on organisation growth. Others view linkups as a path to continued growth - as in the case of Morgan Stanley, which acquired the online broker E*TRADE at the end of 2020.What these Newcomers all share, ultimately, is the ability to scale an uncommonly high hurdle: the ever-rising barr

274、ier to entry into the BrandZ Global Top 100. This year, contenders needed to exceed a total valuation of $21,219 million to earn the title of one of the worlds biggest brands - a threshold thats increased more than fourfold since the lists debut in 2006.TOP 100 NEWCOMERS6 brands have entered the Top

275、 100 for the first time in 2022THE MINIMUM VALUE NEEDED TO GET INTO THE TOP 100 CONTINUES TO RISE$m value of no.1005 brands have returned to the Top 100TOP RISERSLuxury, search and social media brands lead this years list of the fastest risers in the Kantar BrandZ global rankings.Top Risers42CARTIER

276、 YOUTUBE GOOGLETESLA HERMS LOUIS VUITTON LINKEDIN TATA CONSULTANCY SERVICES BANK OF AMERICA J.P. MORGAN NATIONAL CELLAR 1573 APPLE WELLS FARGO AMERICAN EXPRESS TELEKOM/T-MOBILE MICROSOFT ORACLE TD CHASE ESTE LAUDER43Top Risers CARTIER, YOUTUBE, GOOGLE ZOOM AHEADTOP RISERSAmong all brands in the Kant

277、ar BrandZ Global Top 100 and global category rankings, haute jeweler Cartier posted the strongest year-on year growth, at 88.3%. It is joined on the Top Risers list by fellow luxury brands Herms, which rose 73.2%, and Louis Vuitton, which grew 64.1% to vault itself into this years Global Top 10. Eve

278、n in their rarified luxury cohort, these three brands stand out for their ability to set premium prices, and for the perception that their products are especially smart buys when it comes to retaining value.Alphabet stablemates Google and YouTube also had a stellar showing, rising 79% and 83%, respe

279、ctively, in a year when the average brand in the Global Top 100 grew 23%. They were joined on the Top Risers list by fellow media brand LinkedIn, which saw enhanced relevance as a recruiting tool thanks to tighter-than-ever labor markets.Brands devoted to enabling digital transformation also saw the

280、ir fortunes soar, as legacy players like Telekom/T-Mobile, Microsoft, Oracle and Tata Consultancy Services took advantage of a system-wide reorganisation of how the world works.Meanwhile, brands that took positive action and improved their Brand Power (i.e., consumers predisposition to choose their

281、brand over others in their category) between this year and last also accelerated growth.Its therefore no surprise that the brands that tended to grow most in the Kantar BrandZ data succeeded both ways: they came out of 2021 with high Brand Potential, and then capitalized on that potential by increas

282、ing their Brand Power scores. Meanwhile, a number of North American bank and payments brands - including Bank of America, J.P. Morgan, Wells Fargo, American Express, TD, and Chase - continued to benefit from macroeconomic recovery trends, while also catalyzing their own digital transformations in th

283、e form of revamped apps and new customer service platforms. Last year, a big story among Top Risers was that of the classic bounce-back recovery; some 19 brands posted year-on-year gains of 60% or more as industries reset from lockdown-era lows. This year, its about finding ways to grow in a new, tr

284、ansformed world. In this quest for brand value growth, category-leading brands like Tesla and Apple can draw on both consumer enthusiasm, and stock market hype - which perhaps makes their return to the Top Risers this year no great surprise, even if it remains an impressive feat. But the data shows

285、that brands of all sizes can, and have, found pathways to exceptional growth. This growth journey starts with the fundamentals of brand building: As brands continued to recover from the pandemic, having a high Brand Potential in the 2021 data (i.e., an excess of Meaningful Difference relative to Sal

286、ience) predicted much faster growth for 2022:% increase in brand value2021 to 2022% increase in brand value2021 to 2022% increase in brand value2021 to 2022No improvementin PowerPositive changein Power33%11%GLOBAL PERSPECTIVES THE AMERICAS ASIA-PACIFIC CHINA EUROPE, THE MIDDLE EAST AND AFRICA44APPLE

287、GOOGLEAMAZONMICROSOFTMCDONALDSVISAFACEBOOKNVIDIAMASTERCARDNIKEGlobal Perspectives The Americas45BRAND VALUE 2022% Brand Value Change 2022 vs 2021CategoryTHE AMERICAS TOP TEN46DisruptionsThis is a moment of disruption, a spirited moment of change. Oftentimes, the instinct during disruptions is to pul

288、l back on brand-building: to take value out, rather than build more in. But Kantar BrandZ shows that high-growth brands embrace disruption and lean into building brand value. They power up. This is the critical imperative for an age in which disruption is the new normal.The trifecta of the continuin

289、g pandemic, the rise of inflation, and the Ukraine War have unseated any expectation of a return to pre-March 2020 “old normal.” More than that, though, these events solidify the notion that we are living through an era and perhaps even a century that is characterised by an unusually high frequency

290、of disruptive events, both bad and good. J. Walker SmithKnowledge Lead, K Don AbrahamPartner, Futures Brands & Innovation, ConsultingKantar North A Niels NeudeckerHead of Brand Guidance Solutions, InsightsKantar North A Barry ThomasSenior Thought Leader, Consulting RetailK Global Perspectives The Am

291、ericasPOWER UP BUILDING BRAND VALUE DURING DISRUPTIONS47Brands should remember that with volatility, comes dynamism: disruptions always stir up new opportunities for change. Businesses that power up in the face of marketplace disruptions can ride the surge of positive change that often follows volat

292、ility. Why are volatility and dynamism so linked? Change, turnover, and realignment put pressure on incumbent models and processes. Critical mass appears in new places. Shifting lifestyles create new needs out of new habits and new routines, such as those created by the hybrid workstyles ushered in

293、by the pandemic. Everything is unsettled by disruptions. And that means value-building opportunities for forward-looking brands: brands that are willing to invest in reinventing categories, breaking rules, and redefining expectations.The period from the mid-1980s to the start of the global financial

294、 crisis is known to economists as the Great Moderation. That was a time when disruptions were less frequent and market swings less volatile. This relative stability meant a more forgiving time for brand planning and business investment. Globalism was the aspirational framework of exchange. Technolog

295、y supplied the infrastructure of efficiency. Progress was benchmarked against shared international commitments to reducing global poverty, forestalling environmental degradation, safeguarding the global peace, and keeping inflation at bay.With the turn of the century, volatility has returned, partic

296、ularly after the financial crisis. Looking ahead, a plethora of structural disruptions, both ongoing and imminent, will weaken the underpinnings of the previous global regime. The key dynamic here isnt the emergence of any one, individual disruption. Rather, its that were entering a macro environmen

297、t of accumulating disruptions, all piling up and amplifying volatility and uncertainty. The current triple threat of the pandemic, inflation, and war in Ukraine is a foretaste of this future.DynamismDisruptions can also be thought of as discontinuities: they interrupt business as usual, and set off

298、a virtuous cycle of dynamism. A cascade of changes large and small ensues. This volatility creates a dynamic moment of new possibilities, which in turn creates even more disruptions that keep the cycle turning. But brands must power up to lean into dynamism, or the window of opportunity will close o

299、n them. In crisis after crisis, BrandZ tracking has shown that brands that sustain value-added marketing during disruptions overperform compared to those who cut back or suspend their brand-building activities. Expect the same to be true going forward.Disruptions come in many forms. Perhaps the bigg

300、est disruption of this century has been the iPhone, which triggered the mainstream adoption of smart, handheld digital devices. The effect on commerce has been profound, and it has piled up with other disruptions to utterly reinvent how consumers live, work, shop and manage their lives. The dynamism

301、 unleashed by the iPhone installed bold new brands as the next generation of dominant enterprises. This is reflected in Apples number one position in the 2022 Kantar BrandZ Top 10 as well as in the next three positions of Google, Amazon and Microsoft, respectively, followed by Facebook/Meta in the n

302、umber seven position and Nvidia at number eight.Kantar BrandZ shows that brands building strong equity perform better both during and after economic disruptions. The next four most valuable North American brandsMcDonalds, Visa, Mastercard and Nikeare further evidence of this.Global Perspectives The

303、Americas48Global Perspectives The AmericasValue-AddTo navigate this journey from disruption to dynamism, brands must be more thoughtful and more creative. This suggests three things in particular.First, brands must widen their field of view with a more expansive understanding of context and scale. F

304、or example, Apples network of products ranges across an ever-widening array of hardware, payments, and pricing, which opens up applications and crossover opportunities, and safeguards affordability in the face of inflation.In this same vein, brands need tracking metrics tied to new perceptions and b

305、ehaviors. Going forward, emotional security will be more and more important to building brand equity. Greater relevance in local communities will be critical for big global brands. And shifting the architecture of brand operations from systems built for stability, to systems built for volatility, wi

306、ll be essential.Second, brands must lock down trust if they are to be a haven of stability and safety during disruptive times. More than in the past, brands today must build trust on the basis of societal performance, not just product performance. The pressure on brands to go beyond government sanct

307、ions during the Ukraine War is a reminder that consumers are holding brands accountable to a set of responsibilities and expectations that are greater than the commercial sphere alone. Sometimes, this means a social purpose that is integrated into the entire organisation. Nike is a good example with

308、 its ongoing commitment to inspiration and innovation for everyone, not just high-performance athletes, but particularly girls and minority communities.Finally, brands must bring along the entire ecosystem of demand. Brands must de-risk disruption for consumers. Brands must become more imaginative i

309、n the structures, processes and practices that inform the vision and decisions of senior leaders. And brands must layer in foresights and futures thinking on top of traditional methods of extrapolation and linear thinking. The tried-and-true mechanics of marketing that worked well during the era of

310、stability that is now in the rearview mirror will not suffice for the era of disruption and volatility that lies ahead.Brands must power up and lean into building brand value during disruptions and dynamism. Consumers want something better, not a cheaper version of the same old thing. Brands must de

311、liver greater value, not less, by powering up for the challenges and opportunities ahead.49Global Perspectives APACBRAND VALUE 2022% Brand Value Change 2022 vs 2021CategoryASIA-PACIFIC TOP TENSAMSUNGTCS*HDFC BANKINFOSYSTOYOTACOMMBANK*NTTLICSONYBCA* Tata Consultancy Services*Commonwealth Bank of Aust

312、ralia50Does the law of the jungle apply to the market? AI Ries and Jack Trout, in their classic book on Marketing Warfare, claim that the big fish always eat the small fish. Wardah in Indonesia tells quite the opposite story. A pioneer of halal beauty products, Wardah grew from 4% to 16% in just thr

313、ee years. With an intimate understanding of beauty preferences of young fashionable Muslim women, the brand offers affordable product lines that were culturally and functionally customised to peoples needs. In Indonesia, the halal certification is also wielded as a certification of health, quality,

314、and safety. Now, the Wardah brand is expanding to other Muslim countries. Kantar BrandZ beautifully tracks the dramatic rise of this brand from Specialist to Iconic status at the same time that more established global players in Personal Care are seeing their Brand Power decline in the Indonesian ma

315、rket.Wayne LevingsPresident APAC, Insights Division, K Global Perspectives APACSEEKING THE POT OF GOLDIN THE RAINBOW CONTINENT fig. 1fig. 802305 2016 2017 2018 20192015 2016 2017 2018 2019PondsWardah Power Meaning Difference Salience Power Meaning Difference Salience

316、51Opportunities for smaller brandsWardah is exceptional, but not an exception. India, China, Indonesia all markets are celebrating local successes. In India, the FMCG brands Patanjali and Dabur have rekindled local pride in Ayurveda, and have especially changed the shape of the Indian oral care mark

317、et. Similarly, the health supplement brand Yunnan Baiyao (China) and the toothpaste brand Tepthai (Thailand) are super-premium labels that draw on local knowledge of Chinese medicine and herbs. Both started as challengers and have now captured serious business from their respective market leaders. A

318、nd crucially, their natural positioning has helped them to outperform the bigger players not just on growth, but on premium pricing as well. For decades, the Asian market landscape has been dominated by legacy brands. There were good reasons for this: big brands represented aspiration, and usually o

319、ffered superior quality. Crucially, they also had the resources and the muscle to create the physical and mental presences that offered the “social proof” of their importance which is so critical in markets that are taking their first steps into consumerism. In short, size and success made these leg

320、acy brands unbeatable on power in the market, and their deep pockets served as an entry barrier against would-be challengers. The balance of power, however, is shifting. For almost a decade now, local homegrown brands have emerged as serious challengers. From modest starts, catering to small geograp

321、hies or limited demographics, they are now undoubtedly contenders for the future. The pandemic has only accelerated this trend in many Asian markets. In most of the world, big brands may have held the advantage during this decade - but it was the smaller, nimbler players that grew faster during lock

322、downs in markets like Indonesia.Global Perspectives APAC52So what will it take to compete for Asias future?As Asias national markets emerge from their wide-eyed consumer adolescence, the brands that respect and celebrate the local consumers will win. They will do so by both recognising peoples growi

323、ng aspirations, as well as the very real constraints on affordability. Pay heed to Asian consumers future dreams, as well as their cultural roots. While there is some premiumisation, the real pot of gold lies not at the top, but in the large middle and bottom of the pyramid.Salience, historically a

324、huge contributor to Brand Power in Asia, now plays a smaller role in driving brand value growth. While visibility is still important, brands can no longer rely on size and fame alone to win. To compete for the future, a brand must build meaningful connections with the Asian consumer. In the past yea

325、r, all of the nimbler players Ive mentioned above have record growing scores for Meaning, often outperforming their bigger rivals.Provenance only matters if it is meaningful and delivers tangibly. We have seen “international” decline as a motivating image attribute. Interestingly, it is not being re

326、placed by local pride as a motivator. There is a call for deeper, more intimate understanding of brand connection. Where you come from is less important than what you have to offer. All the local successes have excelled at catering to local needs be it the palate, the pocket, or personal care.Finall

327、y, it isnt surprising that 7 out of the top 10 APAC most valuable brands are service brands. The human element is essential to win in Asia. Asian brands uniquely combine the service element with technology creating the irresistible proposition that we exist for you.So have the laws of the jungle cha

328、nged? Not really! Successful brands have always been about meeting human needs. Get closer, aim for greater intimacy and growth will be yours!Global Perspectives APACAttacking Weakness in the StrengthSeveral success stories have emerged through attacking bigger brands Achilles heels. The very qualit

329、ies that make market leaders strong (their scale, their international footprint, their clearly defined mission, and their well-laid-out plans) can also make big players less agile. These qualities can make them less culturally adaptive too, and thus distant from local consumers. In contrast, local b

330、rands are nimble and agile, much more equipped to change at a moments notice. They have been unafraid to use hyper-local strategies to win in segments ignored by their bigger rivals. The brand Ghari, for example, has used aggressive pricing and trust-building quality controls to become the largest d

331、etergent brand in India in less than a decade. Ghari started modestly as a regional success story before taking on the mighty detergent giants. And today, holds a 17.1% share. Crucially, Ghari wasnt afraid to attack the strongest pillar of the leading brands: distribution and trade relationships. By

332、 offering higher margins to retailers, Ghari built loyalty with the trade, penetrating what felt like unassailable power in the market.Democratization of price and qualityCompeting in markets where discretionary income is minimal, many leading Asian brands are built on the conviction that price and

333、quality are not tangential vectors, and that good quality is everyones entitlement. This isnt a brand-new strategy: it is what Japan took to the world in the 1980s, when it quickly rose to become a leader in automotive and consumer technology categories. Back to BasicsLeading emerging brands discard the higher order narrative and refocus on the product and user-based innovations - innovations that