Branding – the private equity sector value-creation blind spot?

Jason Frank, Director of Brand and Engagement at Emperor, shares research and insights on private equity sector branding from a behavioural science-backed B2B Branding Benchmark.

Whilst the private equity sector excels at operational value creation our analysis shows that it underutilises one of the most accessible and sustainable levers of value creation: branding.

Experience has taught us that ‘brand’ can be misunderstood, distrusted and under-invested in personal relationship-based B2B professional and financial services sectors. That said, in our Branding Benchmark of over fifty UK- headquartered B2B businesses both the legal and management consulting sectors outperformed private equity, which scored weakest amongst all seven benchmarked sectors.

The analysis was based on a panel-based review of ten major UK- headquartered private equity businesses, looking at their main website and LinkedIn presence –the most visible B2B brand ‘touchpoints’ for all audiences.

The untapped advantage
There are some understandable reasons for historical under-investment in branding, given the uniqueness of the sector. But in 2026 the private equity industry is dealing with a mix of structural and market-specific challenges as the sector matures. With increased exit pressure, fundraising competition, and ever-increasing scrutiny, there’s an opportunity and need to leverage branding more effectively to directly support capital raising, deal flow, relationship-building, and value creation.

The science shows that branding creates value through increased clarity, credibility and affinity –which is why it’s time to pull the brand lever harder.

THREE BIG OPPORTUNITIES TO CREATE MORE VALUE

1 - Provide audiences with greater CLARITY

Our analysis showed that whilst several of the businesses we reviewed do use distinct brand ‘taglines’, there is an opportunity to provide greater clarity and understanding in three areas. This includes providing more substance and proof behind the taglines; articulating messages that are less homogeneous across the sector to create clearer points of difference; and providing greater clarity in terms of business foundations such as purpose, strategy, vision and values –which stakeholders tell us they are increasingly expecting to see as they try to work out who you are, not just what you do. Bridgepoint Group sets the standard here, outscoring its peers.

Why it matters? Behavioural science demonstrates that human minds tend to dislike cognitive effort. Even in high-stakes B2B decisions, buyers consistently default to the option that is easiest to understand—not necessarily the objectively best one. Organisations that are clearer in expressing their uniqueness, strengths and key messages are at a distinct advantage.

2 - Create a stronger CONNECTION

In B2B professional and financial services there is a tendency towards conservatism in branding. Whilst a few private equity businesses have developed visual identities that go beyond safe sector conventions there’s still an opportunity to do more to create an emotional connection with audiences. This feels particularly important given the emphasis placed by many private sector businesses on culture, collaboration and partnership. Opportunities to create a stronger connection with audiences include more human, expressive and distinctive use of language; more authentic and insightful video content; and moving from stating capabilities to a greater focus on addressing the audience context and needs more directly, demonstrating greater empathy.

Why it matters? Behavioural science provides us with clear evidence that by helping to create an emotional rather than purely rational response brands can provide valuable short-cuts and associations in a B2B decision-making context, and aid memory and recall.

3 - Build more CREDIBILITY
By credibility we refer to harnessing the power of other voices – not just your own expert voice. Strong brands build credibility by association, building on the advocacy and validation of others. In the private equity sector this could lead to enhanced buyer confidence, which could in turn lead to higher exit multiples for example. Building credibility can include basics such as featuring awards or other industry recognition. Crucially it can include featuring more employee or client voices –particularly using film. A few of the organisations reviewed feature testimonies from the leadership of portfolio companies –demonstrating the strength of their partnerships in ways that they simply couldn’t do themselves. There’s also the well-proven strategy of forming partnerships with credible third parties –industry bodies, key influencers and commentators, think-tanks, or business schools. Many successful B2B brands fund or sponsor ongoing research, thought leadership and initiatives with third parties, gaining additional recognition, awareness, engagement and credibility.

Why it matters? Credibility is a significant driver of trust –high credibility is associated with high integrity and reliability. Credibility reduces a sense of risk. The science demonstrates that it’s not just what is said but who says it that matters. As well as adding further insight and different perspectives, other voices from credible sources such as clients combat cynicism and enhance trust.

Conclusion
In a market facing multiple challenges, firms that treat brand as a strategic asset —not a tactical function—will have a measurable advantage. The question is no longer whether branding matters, but how much value you’re prepared to leave untapped. And by leaning into the power of the science of human behaviour, we can make sure that precious investments create more lasting value.

A quick clarification – Brand v Branding

The focus of this article is ‘branding’ as opposed to ‘brand’ –an important but overlooked distinction that can lead to unhelpful misunderstandings in B2B organisations. ‘Brand’ –the static noun- exists whether you actively do anything or not. It’s what people say about you when you’re not there, the mental associations they have when they hear your company name –you could call it your  reputation. Every organisation has one -like it or not.

What we’re focusing on here is the active verb ‘branding’, including all the ongoing strategies, activities, materials and tactics you invest in to try and influence your reputation, relationships and revenues. This includes creating a new visual identity, enhancing your website, launching a campaign, investing in thought leadership, hosting or attending an industry event, or just sharing content on LinkedIn. In this benchmarking exercise it’s the main website and LinkedIn presence we have assessed, based on their visibility and importance in B2B purchasing decisions.

To find out more about the Emperor B2B Branding Benchmark contact [email protected]