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BRAND GUIDANCE221112
IT’S TIME TO
THINK OF
AS A GROWTH
OPPORTUNITY
Successful disruptive brands have shown
tremendous and rapid growth over the past 10
years whereas the growth of more established
brands seems dwarfed in comparison. Our
recent analysis of 2000 brands measured
in the BrandZ global database over three
years, between 2014 and 2017, found that
fewer than one in 10 brands grew.
Amazon is the archetypal disruptive brand. By
making people’s lives simpler, less expensive
and more convenient Amazon has grown
its brand value by 2,228%, far outdistancing
the BrandZ Top 100 Most Valuable Global
Brands, which grew by a creditable 152%.
Sadly, Amazon is the exception not the rule.
Most brands were stuck in categories where
no brand achieved signifcant growth. In the
same three years Amazon doubled its brand
value.
Even a 1% change in market
share to an established
brand can be very valuable.
So how can a brand ensure it is one of the
few that does grow We cannot all work for
an Amazon, a Netfix or an Airbnb but even a
1% change in market share to an established
brand can be very valuable. The rest of this
report documents how conventional brands
can learn from the disruptors and create
opportunities for growth if they add a little
disruption into their marketing mix.
2,228%2,228%2,228%
BRAND GUIDANCE443334
MEANINGFUL
DIFFERENT
SALIENT
RELATIVE BRAND STRENGTHS
VS.
EXPECTED
-25-5153555
DISRUPTORSBRANDS THAT GREWBRANDS THAT DECLINEDDEAD & DYING
GET OUT
OF THE
COMFORT
ZONE
If you decide that
you’re going to do
only the things you
know are going to
work, you’re going
to leave a lot of
opportunity
on the table.
JEFF BEZOS. FOUNDER, CEO OF AMAZON
Most established brands operate in a comfort
zone of business as usual. Existing practices
and protocols encourage doing more of the
same. Routine and infexible budgeting limits
creativity. And, dare we say, research data
often supports staying in that comfort zone.
This is not the fault of data – it’s how the
data is analysed, interpreted and applied to
decision making. Data should always be used
to inspire growth not limit it.
Any brand can be disruptive provided it does
something diferent from the norm that
creates new value for customers or unlocks
its existing potential. Disruptive brands are
seen to be extremely diferent from their
competition and so too are the brands that
grow over time. In both cases diference is
what provides a brand the opportunity to
disrupt.
Our data suggests that any brand can be
disruptive, provided it has the courage to
do something diferent and meaningful.
Established brands should never stop trying
to identify the next big innovation, but,
in established categories, even relatively
small changes can enhance the consumer
experience and add signifcant value to
customers’ lives, in turn growing the value of
the brand.
Simply changing the way a
brand communicates with
potential customers can allow
them to see the brand with
fresh eyes and unlock new
growth potential.
Brands like Nike, Starbucks and Hilton have
created apps that either enhance people’s
lives or make the brand experience more
convenient. And, of course, the ‘Internet
of Things’ presents huge opportunities for
increased brand engagement provided people
fnd it meaningful. But disruption does not
have to be a ‘thing.’ Simply changing the
way a brand communicates with potential
customers can allow them to see the brand
with fresh eyes and unlock new growth
potential. Adidas, Subaru and Snickers have
each reaped signifcant beneft from changing
their communication strategy and connecting
with consumers in a new and diferent way.
SOURCE: BrandZTM Global Database
BRAND GUIDANCE665556
YEAR 1YEAR 2
Analysis identifed that improving perceptions of ‘advanced
technology’ ofered the biggest growth opportunity
+42
%
+42
%
+42
%
KNOW
WHAT
NEEDS TO
CHANGE
Knowing how people think, feel and behave
in relation to a brand can often reveal an
immediate opportunity for growth. Perceived
diferentiation proved to be the leading
indicator of success for the 6% of brands that
did grow over three years. Similar to much
more disruptive brands, these growing brands
started out as more diferent than expected.
The challenge for a well-diferentiated brand is
to identify what will make it more salient and
meaningful to potential consumers.
Perceived diferentiation proved
to be the leading indicator of
success for the 6% of brands
that did grow over three years.
In China, research for a new smart TV brand
identifed that it was perceived as diferent
from the competition but the brand was
underperforming on Meaning and Salience.
We recommended that the brand focus on
it’s advanced technology. This provided the
best opportunity for the brand to impact
willingness to buy while also helping to
improve quality perceptions. The client acted
on the advice and the new campaign drove a
42% increase in market share.
THIS CHINESE
ELECTRONICS BRAND
GREW MARKET SHARE BY
MAKING ITS DIFFERENCE
MORE MEANINGFUL
YEAR 1YEAR 2
100
8060
40MEANINGFUL
DIFFERENT
SALIENT
SOURCE: Kantar Millward Brown client study and AVC。。。以上简介无排版格式，详细内容请下载查看