Brand Categories

Consumer and Retail

Apparel +29 percent

Apparel led the categories in brand value appreciation. The brands with the greatest increases – Uniqlo, up 58 percent; Nike, 55 percent; and Adidas, 47 percent – illustrate one of the key category trends, the convergence of apparel and technology into wearables.

Cars +17 percent

Carmakers had a good year with sales driven primarily by the resurgent US economy and UK demand. But car sales increased in China, too, despite slower economic growth and government purchasing restrictions aimed at reducing congestion and pollution.

Luxury +16 percent

Consumers felt entitled to buy luxury again. They were more discerning, even in China. And luxury brands strategically rebalanced back toward exclusivity, having increased accessibility in a tactical effort to build sales during the recession.

Personal Care +12 percent

More personalized products, men’s grooming and innovations combining cosmetics with pharmacology drove sales in a crowded category. The convergence of technology and personal care resulted in small appliances for skin cleaning. Sales in China remained an important factor.

Retail +16 percent

Retailers confronted the mismatch between legacy real estate and changed consumer shopping habits. Conditioned by shopping both in physical stores and online, consumers expected everything – broad assortment, the lowest prices and immediate gratification. Brands sought ways to meet these expectations by transforming the category with seamless solutions.

Food and Drink

Beer +14 percent

Consolidation continued in a category where four global brewers predominate with large brand portfolios of hundreds of local and global beers. The brewers attempted to drive volume in fast growing markets and accommodate the desires of mature market consumers seeking new tastes and experiences.

Fast Food +10 percent

Chipotle and Starbucks led in brand value growth with increases of 48 percent and 44 percent, respectively. Both brands met the consumer desire for a fast food experience where the meal is tasty but healthier and offered in a more comfortable restaurant environment.

Soft Drinks +4 percent

Brand value appreciated in a category where volume of (CSDs) carbonated soft drinks declined for the ninth consecutive year in the US because of consumer health concerns. Brands continued to market ambitiously and introduce new products.

Financial Institutions

Global Banks +15 percent

Having paid off government loans and reorganized their businesses to be more efficient, the banks made money and brand values improved. The public remained skeptical, however, because of bank past misdeeds and high executive pay.

Regional Banks +6 percent

Strong local economies propelled banks in North America and Australia, where proximity to Asian markets also helped. But the declining band values of some Chinese banks were a drag on overall category brand value.

Insurance +11 percent

The major European insurance brands did well, with Allianz increasing 48 percent in brand value and AXA up 44 percent. US property and casualty insurers led the way in trying to analyze big data to enhance customer centricity and reach and retain new, young customers. Online insurers continued to disrupt the category.

Commodities

Oil and Gas +3 percent

Investor pressure on return on investment and geopolitical events intensified the routine oil and gas brand challenges of exploring for resources in some of the earth’s most fragile environments. Oil and gas increased the least in brand value of all categories.

Technology

Technology +16 percent

The consumer brands continued to expand their ecosystems in an attempt to be an invaluable part of consumer daily life. They found ways to monetize their customer relationships while also engaging in less profitable activities to serve humanity and claim a higher purpose. The business-to-business brands adjusted to a commercial model radically changed by Cloud computing.

Telecoms +8 Percent

In Europe, the category experienced more consolidation. And brands added content to their bundle of services, in an effort to differentiate. T-Mobile offered pay-as-you-go pricing in the US, disrupting a market organized around long-term contracts and bundled services.

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