kantar-2021年美国银行业品牌洞察报告（英文）-2021.04-正式版WN4

BrandZTMInsights2021USBanks

BRANDZTMINSIGHTS2021USRETAIL 1

Contents

Welcome

StrongBrandsThrive

AmyFenton

ChiefClientOfficer,NorthAmerica,Kantar

Introduction

Overview

BrandZTMStockPortfolios

CrossSectorTrends

Takeaways

DiversityandInclusion

Sustainability

02BrandZTMAnalysis

Introduction

BrandEquity,Trust,andReputation

ImpactofthePandemic

03TheBanksSector

SummaryOutlook

Overview

BrandZTMAnalysis

MediaInvestmentProfile

BrandBuildingActionPoints

04Outlook

ChinaRecoveryExample

Disruption:TheNewNormal

J.WalkerSmith,

ChiefKnowledgeOfficer,

Brand&Marketing,Kantar

TheNextMarketplace

DonAbraham,SeniorPartner,Kantar

AConversation:LoyaltyandHomeCentricity

MediaInvestment

GregoryAston,

GlobalChiefResearchOfficerMediaDivision,Kantar

05Resources

BrandZTMValuationMethodology

BrandZTMGoingGlobal

BrandZTMChinaInsights

BrandZTMBuildingBrandEquity

BrandZTMPerspectives

KantarBrandBuildingExperts

KantarintheUS

BrandZTMUSReportTeam

BrandZTMBrandValuationContactDetails

BRANDZTMINSIGHTS2021USBANKS 3

WELCOME

Strongbrandsthrivedespitevolatileyear

ReportexamineschangingUSbrandlandscape

Americaismovingthroughoneofthemostdifficultperiodsinitshistory.BesidesbattlingtheCOVID-19pandemic,whichhasafflictedtheentireworld,Americansarerespondingtoadivisivepresidentialelectionandtheresurgentdrivetobuildamorejustsociety.BecauseofthecentralrolebrandsplayinAmericanlife,theseforcespresentuniquechallengesandopportunities.

Consequently,wemarshalledourBrandZTManalyticsknow-how,alongwithourcapabilitiesthroughoutKantar,tohelpbrandmarketersbetterunderstandchangingAmericanconsumerbehaviorandnavigatesuccessfullyinafuturethatpromisestobefilledwithsurprisesanddisruptions.WelcometotheBrandZTMUSInsights2021report.

Inthereportintroduction,weexaminethecross-sectortrendsthatarereshapingtheUSbrandlandscape,suchasthepivottohome,theemergenceofnewoccasions,andthechangingnatureofloyaltyandtrust.Wealsolookcloselyattwokeyimperativesforbrandgrowth:diversityandinclusion,andsustainability.Intheoutlooksection,Kantarthoughtleadersdetailsomeofthemostsalientchallengesfacingbrandsgoingforwardandweforecastchangesinthemediauniverse.

Thecoreofthereporttakesadeepdiveintofivecriticalsectors:Banks,BusinessSolutions&Technology,FMCG,Media&Entertainment,andRetail.ProprietaryKantarresearchappearsthroughoutthereport,whichisinfusedwiththelatestanalysisandinsightsbasedonBrandZTM,theworld’slargestbrandbuildingplatform.

OurBrandZTManalysisagainconfirmstheimportanceofstrongbrands.Duringavolatileyear,thesharepricesofstrongbrandsdeclinedlessandrecoveredmorequickly.Andstrongbrandsdeliveredsuperiorshareholderreturns.Allofouranalysisconcludeswithsuccinct,action-orientedrecommendationstohelpbrandsmosteffectivelybuildequityandvalue.

Wehavethedata,knowledge,experience,andexpertiseacrossmultiplesectorstohelpyoucreatethestrategiesandtacticsnecessaryforbuildingandsustainingvaluablebrands.Tolearnmoreabouthowwecanputallthiscapabilitytoworkforyourbrand,pleasecontactanyKantarteammember.Orfeelfreetocontactmedirectly.

Sincerely,

AmyFenton

ChiefClientOfficer,NorthAmerica,

Kantar

Amy.Fenton@

BRANDZTMINSIGHTS2021USBANKS 5

01

Introduction

01INTRODUCTION-OVERVIEW

RegardforUSbrandsrisesdespitedisruptions

Futurerequiresinsightintoshiftingattitudes,behaviors,andoccasions

Likepeopleworldwide,AmericansenduredthetraumaoftheCOVID-19pandemic,whichinoneyearclaimedover500,000livesintheUSandcrippledmajorsectorsoftheeconomy.Unliketherestoftheworld,however,Americanssimultaneouslyencounteredthesocialdisruptionofadivisivepresidentialelectionandpainfulremindersofthenation’sunfulfilledpromiseofracialjustice.Brandsadjustedtotheseforcesandanticipatedongoingmarketturbulence.

Earlyinthepandemic,brandsencounteredoptimumconditionsforcompetitiveencroachmentwhenshortagesofessentialproducts,combinedwithwideaccesstoe-commerce,enabledpeopletoeasilyfindbrandalternativesandexpandtheirrepertoires.

Whensocialdistancinglimitedout-of-homeeventsandsocializing,brandsaddressednewvirtualoccasionsandroutines.Theypursuedopportunitiesasremoteworkingandlearningacceleratedexpansionofthecloud,digitalproductivitytools,andothercomputingtechnologies.

Afterpoliticalcampaigningandthedriveforracialequalitytriggeredhatefulanddeceitfulonlinecontent,brandsrespondedtoissuesofresponsibilityandbrandsafety,andmorebrandstookastandforsocialjustice,aligningwithrapidlyevolvingsocietalattitudes.

DiversityandInclusionKantar’sUSMONITOR2020researchfoundthat

79percentofGenZers,78percentofMillennials,65percentofGenXers,and61percentofBoomerssaiditisimportantthatthebrandstheybuytakeastandtoendracism.

SustainabilityThemajorityofAmericanssaidthatsustainabilityremainsacriticalconcern,accordingKantar’sCOVID-19Barometerresearch.

TrustAmericansincreasinglyexpectedbrandstoinspiretrustwithconsistentethicalbehavior.Ofthe75brandsvaluedforthisreport,themosttrustedscoredthreetimeshigherthantheleasttrustedinBrandPower,aBrandZTMmeasurementofequity.

AlthoughthemajorityofAmericansdisapprovedofthegovernment’sresponsetothepandemic,accordingtotheKantarCOVID-19Barometer,theirregardforbrandsincreased.Inacomparisonof128brandsacross10categories,BrandZTManalysisfoundariseinthepercentageofconsumerswhothoughtbrandsareworthwhattheycost—orevenmorethantheycost.

BRANDZBRANDZTMTMINSIGHTSINSIGHTS20212021USUSBANKSBANKS 99

01INTRODUCTION-OVERVIEW

Marketvolatility

ThemostvaluableUSbrandsexcelledatthebuildingblocksofbrandequity:beingMeaningful(meetingneedsinrelevantwaysand/orbuildingaffinity),Different(petitorsand/

orsettingtrends),andSalient(comingquicklytomind).Strongequityhelpsbrandsnavigatemarketvolatility.

ThisBrandZTMUSreportlooksbroadlyattheimpactoftheyear’smultifacetedvolatilityonAmericanbrands,withanin-depthfocusacrossfiveeconomicsectors:Banks,BusinessSolutionsandTechnology,FMCG,MediaandEntertainment,andRetail.

Banks

Manybankssupportedlocalcommunitiesandhelpeddistributegovernmentstimuluscheckstosmallbusinessandindividuals.Seenaspartofthesolution,banksgainedintrust,havingspentoveradecadesincethefinancialcrisisbeingseenaspartoftheproblem.

BusinessSolutionsandTechnology

Theshifttoremoteworkingandlearningacceleratedthegrowthofcloudcomputing,especiallyamongsmall-andmedium-sizebusinesses,anditopenedbrandopportunitiesandcompetitivechallengesinasectorwithincreasinglyporousborders.

FMCG

Safetyandhygieneconcernsdroveexceptionaldemandforessentialhouseholdmerchandise,whilethedeclineinout-of-homeoccasionschallengedbeverageandalcoholbrands,fueledthegrowthoffoodbrands,andchangedbeautyregimens.Brandsfoundopportunitiesinnewoccasionsandhabits.

MediaandEntertainment

Mediabrandsrenouncedabhorrentonlinereactionstothepresidentialelectionandtheracialjusticemovement,andcontendedwithbrandsafetyissuesanddepressedadsales.Streamingbrandsreactedcreativelytothespikeindemandforat-homeentertainment.

Retail

Whenpandemic-relatedsafetyconcernsreducedtrafficinphysicalstoresandrestaurants,andmorepeoplerushedonline,retailersandbrandmanufacturersthatwerepreparedfortheomnichanneltransformationgenerallythrived,whileotherstruggledtoremainrelevant.

Thepandemicandsocialdiscordwerenotsimplyone-offevents;rather,theywerepartofapatternofongoingdisruptionthathascharacterizedthetwenty-firstcentury,startingwiththeattackonAmericaonSeptember11,2001,andcontinuingthroughtheglobalfinancialcrisisof2008-2009untilnow.Marketvolatilityislikelytocontinue.

Newimperatives

Inanassessmentofthefuture,calledTheNextMarketplace,Kantarenvisionsaneraofongoingdisruptionduringwhichbusinesswillneedtoimproveitsabilitytopredictsurpriseslikethepandemic.Brandsalsowillneedtoadjustfortheconsumerattitudeandbehaviorchangesabouttrust,loyalty,andtheroleofbrands.

Trustiscriticalforstrengtheningbrandequity.Butthedriversoftrustarechanging.Consumertrusthasdependedmostlyonconsistentdeliveryofpromisedproductsandservices.Whilethisaspectoftrustisstillimportant,cultivatingandsustainingtrustincreasinglydependsonconsistentethicalbehavior.

Thepandemicchangedthedriversofloyalty.Becauseofproductshortages,theinventionofnewhomeoccasions,andtheavailabilityofwidechoiceinthelongtailofe-commerce,peoplesequesteredathomeincreasedtheirbrandrepertoires.Brandsarechallengedtoretaintheircustomersandfindnewones.

Remainingrelevantduringthepivottohomerequiresbrandstounderstandandsupportnewhome-basedoccasions,whileboostingomnichannelcapabilitiesforonline-offlineconvenienceandflexibility.Additionally,brandsneedtoreimaginephysicalspaces,suchasretailstoresandfastfoodrestaurants,toengagepeoplewithexperiencesthatdrawthemawayfromhome.

Consumersworldwideexpectcompaniestoshowconcernforalltheirstakeholders.Kantar'sCOVID-19Barometerfoundthatpeopleseetakingcareofemployeesasthetoppriorityforcompanies,followedbytheiractivitiesascorporatecitizensandthentheirresponsibilitiesassuppliersofconsumerneeds.

AmajorityofAmericans,81percent,agreedthatthenationisinthemiddleofaculturalrevolution.Fairness,justice,andempathyareamongthemostimportantvaluestoAmericans,accordingtoKantar’sUSMONITOR2020research.Amongthemanyactionsthatbrandscantaketosuccessfullynavigatethisperiodofsustaineddisruptionare:

Reassesscustomerneedsandvaluestoanticipatenewopportunitiesandoccasions;

Puthygieneatthecoreofthebusinessasafundamentalconsumerexpectation;and

Findnewandunexpectedpartnerships,sometimeswithcompetitors,toachievethesharedgoalsofsafeguardingthehealthofabusinesssectorandthelargersociety.

DuringthistumultuoustimeforAmerica—roiledbyaglobalpandemic,politicalturmoil,andthedriveforracialjustice—peopledoubtedgovernment’sproblem-solvingabilityandexpectedbrandstoexhibitleadership.Howbrandsrespondtotheseheightenedexpectations,andtothecompetitivelandscapepost-pandemic,willinfluencetheirfuturesuccess.Asthepandemicillustrated,theabilitytopredictsurprisesandidentifychangesignalswillbeachiefcompetitiveadvantage.

BRANDZTMINSIGHTS2021USBANKS 11

01INTRODUCTION-BRANDZTMSTOCKPORTFOLIOS

BrandZ™Portfoliosdisplayresilienceduringvolatility

Strongbrandsagaindeliversuperiorshareholderreturns

TheeconomicdisruptioncausedbytheCOVID-19globalpandemicstressedstockmarketsandconfirmedtheresilienceofstrongbrands.Astypicallyhappensduringperiodsofvolatility,thesharepricesofstrongbrandsdeclinedlessandrecoveredmorequickly.

Andstrongbrandsdeliveredsuperiorshareholderreturns.

ResilienceStrongbrandswereresilient.Atthestartofthepandemic—duringthefiveweeksfromFebruary14toMarch20,2020—theMSCIWorldIndexdropped75percentandtheS&P500dropped51percent.However,theBrandZTMStrongBrandsPortfoliodippedjust42percent,andtheBrandZTMPowerfulBrandsTop10Portfoliodippedonly37percent.

RecoveryStrongbrandsrecoveredmorequickly.BetweenthesteepstockmarketdeclinesduringtheearlydaysofthepandemicandSeptember2020,theaveragevalueincreaseoftheBrandZTMportfolioswas232percentgreaterthantheaveragevalueincreaseoftheMSCIWorldIndexandS&P500.Similarly,twoyearsafterthe2008-2009globalfinancialcrisis,theaveragevalueincreaseoftheBrandZTMPortfolioswas72percentgreaterthantheaveragevalueincreaseoftheMSCIWorldIndexandS&P500.

ReturnsStrongbrandsconsistentlydeliveredexceptionalshareholderreturns.FromApril2006toSeptember2020,theBrandZTMStrongBrandsPortfolioincreased281.1percentandtheBrandZTMPowerfulBrandsTop10Portfolioincreased416.3percent.Overthesameperiod,theMSCIWorldIndexincreasedjust75.7percentandtheS&Pincreasedonly165.7percent.

Inconcreteterms,$100investedin2006wouldbeworth$176todaybasedontheMSCIWorldIndexgrowthrate,and$266basedontheS&P500growthrate.That$100investedintheBrandZTMStrongBrandsPortfoliowouldbeworth$381.AndinvestedintheBrandZTMPowerfulBrandsTop10Portfolio,that$100wouldhavegrownfivefoldinvalueto$516.

ThedeterminativereasonwhytheBrandZTMPortfoliosconsistentlyoutperformleadingstockmarketindexesisthebrandequitystrengthofthebrandscomprisingtheportfolios.ConsumersviewthesebrandsasMeaningful(meetingneedsinrelevantwaysand/orbuildingaffinity),Different(petitorsand/orsettingtrends),andSalient(comingquicklytomind).USbrandscomprisearoundhalfoftheBrandZTMStrongBrandsPortfolio.TheBrandZTMPowerfulBrandsTop10PortfolioincludessevenUSbrands.

Strongbrandsaremoreresilientduring

periodsofvolatility…

Atthestartofthepandemic—duringthefiveweeksfromFebruary

14toMarch20,2020—theMSCIWorldIndexdropped75percent

andtheS&P500dropped51percent.However,theBrandZTM

StrongBrandsPortfoliodippedjust42percent,andtheBrandZTM

PowerfulBrandsTop10Portfoliodippedonly37percent.

RESILIENCE|BRANDZTMPORTFOLIOSVS.THES&P500ANDMSCIWORLDINDEX

-37%

-42%

-75%

-51%

Feb

Mar

Feb

Mar

Feb

Mar

Feb

Mar

MSCIWorldIndex

S&P500

BrandZTMStrong

BrandZTMPowerful

BrandsPortfolio

BrandsTop10Portfolio

%declineinshareholderreturnsmid-Februarythroughmid-March2020

Source:BrandZTMData

BRANDZTMINSIGHTS2021USBANKS 13

01INTRODUCTION-BRANDZTMSTOCKPORTFOLIOS

…Strongbrandsrecovermorequickly…

BetweentheearlydaysofthepandemicandSeptember2020,

theaveragevalueincreaseoftheBrandZTMportfolioswas232

percentgreaterthantheaveragevalueincreaseoftheMSCI

WorldIndexandS&P500.Similarly,twoyearsafterthe2008-

2009globalfinancialcrisis,theaveragevalueincreaseofthe

BrandZTMPortfolioswas72percentgreaterthantheaverage

valueincreaseoftheMSCIWorldIndexandS&P500.

RECOVERY|BRANDZTMPORTFOLIOSVS.THES&P500ANDMSCIWORLDINDEX

COVID-19Pandemic2020

(toSept2020)

2008FinancialCrisis

+232%

(after2years)

+72%

AverageBrandZTMportfoliosvs.averageS&P500/MSCIWorldIndex

differenceinreturnsfollowingthelowestpointofinitialimpact

Andstrongbrandsdeliversuperior

shareholderreturns

DuringtheperiodbetweenApril2006andSeptember2020,the

BrandZTMStrongBrandsPortfolioincreased281.1percent,and

theBrandZTMPowerfulBrandsTop10Portfolioincreased416.3

percent.Overthesameperiod,theMSCIWorldIndexincreased

just75.7percentandtheS&Pincreasedonly165.7percent.

RETURNS|BRANDZTMPORTFOLIOSVS.THES&P500ANDMSCIWORLDINDEX

TheBrandZTMPowerfulBrandsTop10PortfolioismadeupoftheBrandZTMGlobalTop100brandswiththehighestscoresinPower,aBrandZTMmetricofbrandequity,thepredispositiontoselectonebrandoveranother.

TheBrandZTMStrongBrandsPortfolioismadeupoftheBrandZTMGlobalTop100BrandswiththehighestscoresinBrandContribution,aBrandZTMmetricofhowmuchbrandalonepredisposesconsumerstochooseabrandandpayapremiumforit.

BrandZTM

Powerfulbrands

Top10Portfolio

416.3%

BrandZTMStrong

brandsPortfolio

281.1%

S&P500

165.7%

MSCIWorld

Index

75.7%

Apr2006 Mar2009 Jan2020 Dec14 Oct17 Sep20

Source:BrandZTMData

BRANDZBRANDZTMTMINSIGHTSINSIGHTS20212021USUSBANKSBANKS 1515

01INTRODUCTION-CROSSSECTORTRENDS

MultipleforcesreshapetheUSbrandlandscape

Digitization

Healthconcernspropelomnichannelgrowth

Thesafetyprecautionsthatreducedcustomertrafficatphysicallocationsshiftedmorepeopleonline,acceleratingtheomnichanneltransformation

ofcategories,particularlyretail,restaurants,andbanking.Sophisticatedomnichannelretailers—andtheirbrandmanufacturerpartners—generallythrived.Butthesharprise

ine-commerce—22percentaccordingtoKantarresearch—alsoincreasedcompetition,asconsumersfoundnewoptionsonlineandexpandedtheirrepertoires.Withinvestmentindigitization,restaurants,particularlyinthefastfoodsegment,addedmoredrive-through,pick-up,anddeliveryoptions.Banksincreaseddigitizationtogrowvirtualbankingandcompetemoreeffectivelyagainstfintechs,whiledeemphasizingbranchlocations.ThreequartersofAmericansthinkthatonlinepurchasingwillincrease,according

toKantarresearch.Retailersneedtocontinuestrengtheningomnichanneloperations,andbrandmanufacturersneedtoalignwithstrongomnichannelpartners.Bankshaveanopportunitytobuildonpandemic-relatedprogress.

Shopping

Changingshopperhabits

reshapephysicalstores

Shoppingfundamentallyisasocialactivity.Despiteadvancesinsocialshoppingandvirtualtry-onandtrialing,shopperswillreturntophysicalstoresinlargernumberswhentheyfeeltheofferingisdistinctiveandthelocationissafe.Butphysicalstoreswillfitdifferentlyintoshopperroutines.Physicalstoresarenolongersimplyproductemporiumswhereshopperscompareprice,selection,andservice.Theyarenowonecomponentinamorecomplexomnichannelsystemdesignedtosatisfyheightenedconsumerexpectationsforwideselection,convenience,andrapidandflexiblefulfillment.Post-pandemicphysicalstoresarelikelytobesmallerandmorenarrowlyassorted.Dependingonneed,aconsumercouldvisitthesamestorefordiscoveryshoppingorconvenientclickandcollectpickup.Inrecreatingphysicalstores,retailershaveanopportunitytobothrespondtoevolvingconsumer

expectationsforphysicalstoresandto

shapethoseexpectationsbyanticipating

newservices.Reducedassortment

withfewervariantschallengebrand

manufacturerstointroduceinnovative

productsthatearnshelfspace.

Loyalty

Repertoiresexpandwith

onlineactivity

Increasedonlineactivityduringthepandemicopenedopportunitiesforcompetitiveencroachment.Intheearlydaysofthepandemic,whendemandforcertainessentialproductsoverwhelmedsupplyandcreatedshortages,e-commercewidenedthechoiceofsubstitutebrands.Socialcommerce—thepossibilityofpurchasingfromasocialplatformoronlineinfluencer—furthertestedloyaltytoretailersandbrandmarketers.Brandrepertoiresexpanded.Therateoftrialanduseincreasedmoreforsmallerbrandsthanlargerbrands,accordingtoBrandZTManalysis,whichalsofoundthatactivationfactors,suchaspricepromotions,didnotdrivetrialandusage.Banksfacedgrowingonlinecompetitionfromfintechsthatwidenedaccesstomortgages,loans,andinvesting.Entertainmentbrandsbenefitedfromthesurgeindemandforhomeviewing,butthebrandsneededtoconstantlycommissionnewstreamingcontenttoretainexistingaudiences,engagenewusers,andreengagewithlapsedusers.Post-pandemic,safetyandhygienewillbeimportantforcultivatingloyaltyacrosssectors.

PorousBorders

Growthimperativesrequirewiderfocus

Growthimperativesdrovebrandsacrosssectorborders.ThesharpexpansionofremoteworkingandlearningpropelledtheriseofZoomintheBusinessSolutionsandTechnologysector.Salesforce’spurchaseofSlackpotentiallyplacesaleadingcloud-basedcustomerrelationshipmanagementspecialistintocompetitionwithZoomandotherremoteworkandlearningproductivitysolutionsproviders,suchasMicrosoftTeamsandGoogleGSuite.WithFacebookShops,FacebookmovedintosocialcommercebyenablingsmallbusinessestosetupastorefrontonFacebookorInstagramandselldirectlytoconsumers.ThisinitiativeaddedAmazontoFacebook’scompetitiveset.BothCoca-ColaandBudweisermarketedspikedseltzersandcompetedhead-to-headfor“shareofthroat.”Sectorboundarieswillcontinuetoweaken,andcompetitivesetswillwiden.Newgrowth—andnewcompetition—willcomefromunexpectedplaces.Historically,somebrandsfoundsatisfactionfromgainingalargeshareofanarrowlydefinedcategory.Goingforward,brandsthatwidentheaperturewillpreemptnewcompetitorsandfindnewopportunities.Andthemeasurementofsuccessmaybewinningasmallerinalargermarket.

BRANDZTMINSIGHTS2021USBANKS 17

01INTRODUCTION-CROSSSECTORTRENDS

BrandSafety

Abhorrentpostsraisefundamentalquestions

Inayearmarkedbyacontentiouspresidentialcampaignandsystemicracism,thepublicrebukedsocialplatformsforhostingobjectionablecontent,whichtriggeredbrandsafetyconcernsforadvertisers.Forsocialplatformbrandsthesedevelopmentsraisedfundamentalquestionsaboutthenatureoftheirbusinessandtheirroleinsociety.Aretheyconduitsofunfilteredcommunicationorpublishersresponsiblefortheveracityanddecencyofthecontenttheycommunicate?Inafreesociety,whereisthebalancebetweenprotectingfreespeechandprohibitinghate,incitement,anddisinformation?AllAmericanshaveastakeinthesecomplexquestions.Thenation’sinnovativetechnologyleaderscandemonstrateleadershipinfindingtheanswers.

Occasions

Newvirtualmomentscanbecomeoccasions

Pandemicsafetyconcernseliminatedsportingevents,on-premisedrinkingandeating,andotherout-of-homeoccasions,compoundingongoingchallengeforbeverageandbeerbrands,alreadycontendingwithchangingconsumptionhabits.Butthepandemicdidnoteliminatetheneedforsocializingandentertainmentunderpinningtheseoccasions.Sequesteredathome,peopleinventedvirtualequivalents.Theypausedforvirtualhappyhoursandscheduledonlinefamilyreunions.Withlimitedviewinginmovietheaters,streamingservicesexpandedcontent.YouTubeaddedmoreconcerts;Hulu,Netflix,andAmazonPrimeprovidedsocialfeaturesenablingmultiplehouseholdstowatchshowstogether.Anddailyroutinesbecameoccasions.Withoutthecommutetoworkorschool,somehouseholdsmadebreakfastatimeforfamilyconnectionratherthansimplyafuelstop.Whilepeopleinventedtheseoccasionsoutofnecessity,brandsthataddresstheneedsunderpinningtheseoccasionscanhelpperpetuatethem.

HomeastheHub

Today’spivottohomegoesbacktothefuture

Priortothepandemic,lifeformostpeoplecenteredonworkandhome,withtimealsospentcommutingbetweenthetwospheres.Pandemicsafetyprecautionsrebalancedthatuniverse,asat-homeworkingandlearningcomplementednormaldomesticactivities.Businesssolutionsandtechnologybrandsaddedvirtualproductivitytools.Mediaandentertainmentbrandsincreasedtheircontentofferings.Homeimprovementstoresbenefitedwhenpeoplereallocatedvacationsavingstofix-upprojects.Insomeways,thisshifttoHomeastheHubisatripbacktothefuture,beforeindustrializationandurbanization,toanagrariantime

whenhomewasthehub.Then,thechallengeforbrandswassummarizedbytherefrainofasongthatbecamepopularafterWorldWarI:“Howyougoingtokeep’emdownonthefarmafterthey’veseen‘Paree’?”Acenturylater,afteranotherworldwidedislocatingevent,technologyhaseliminatedthebinarychoicebetweenthefarmand“Paree,”makingeverythingaccessible,anywhere,anytime.Almosttwo-thirdsofAmericanconsumersexpectthattheirhabitsandbehaviorswillchangepost-pandemic,accordingtoKantarresearch.AndamongAmericansabletoworkathome,88percentsaiditwasamostlyorverypositiveexperience.Becausepeoplearehappyonthe“farm,”brandswillneedtocreateexperiencesthatenticepeopletotakeoutings,notbecauseofnecessity,butbecauseofthebrand’smagnetism.‘Paree’maybeaccessibleathome,butthemagicofParisisnot.

Trust

Ethicalbrandscultivatetrust

Trustwasacasualtyofthepandemicandsocialdisruption.OverhalfofAmerican’sdisapprovedoftheirgovernment’sresponsetothepandemic,according

toKantar’sCOVID-19Barometerresearch.Americaledallnationsinthismeasurementofdisapproval.TrustinUSonlinesharingandnetworkingbrandssufferedattimewhenoffensivecontentappearedduringthedivisivepresidentialelectionandthedriveforracialjustice.AmericansrankonlinesharingandnetworkingNo.67,justbelowtobaccoandbusinessbanking,outof68categoriesmeasuredbyBrandZTM,forlevelof

trust.Conversely,banksperformedanimportantfunctionduringthepandemic,distributinggovernmentstimulusassistance.Consumertrustinbanksrecoveredsomewhat,havingerodedafterthefinancialcrisisof2008-2009.Banksarenowchallengedtoleveragethisstrengthenedtrust.Thechallengeforbanks—andforbrandsacrossallsectors—isthattheelementsofconsumertrustarechanging,accordingtoBrandZTMresearch.Buildingconsumertrusthasdependedmostlyonconsistentdeliveryofpromisedproductsandservices.Whilethisaspectoftrustisstillimportant,itisnotenoughbyitselftomeetnewconsumerexpectations.Cultivatingandsustainingtrustincreasinglydependsonconsistentethicalbehavior.Ofthe75USbrandsfeaturedforthisreport,themosttrustedbrandsscoredthreetimeshigherthantheleasttrustedbrandsinBrandPower,aBrandZTMmeasurementofequitycorrelatedwiththeabilitytogrowcurrentmarketshare.

DiversityandInclusion

MostAmericansfavorbrands

thatstandagainstracism

Theconversationaboutbrandpurposeandtakingastandmovedon.In2018,whenNikeembracedColinKaepernick,mostbrandsstayedonthesidelines.Afterthesummerof2020,andthedeathsofnumerousBlackpeopleinpoliceactions,morebrandsintroducedinitiativestocombatracism.Thoseinitiativesputbrandsonthesideofconsumeropinion:79percentofGenZers,78percentofMillennials,65percentofGenXers,and61percentofBoomers