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BrandZ - Top 100 Most Valuable Global Brands


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Millward Brown published its 2012 BrandZ Ranking of the Top 100 Most Valuable Global Brands on today, as measured by their dollar value. Apple tops the list for the second year in a row.

You can view this document including an executive summary from Richard Millar here.

Published in: Business, News & Politics

BrandZ - Top 100 Most Valuable Global Brands

  1. 1. Fast growing Brands rise in Top 100 Most Valuable Global Brands 1998markets Top 100 Most Valuable Global Brands 1999 BRICS andbeckon Top 100 Most Valuable Global Brands 2000 elsewhere Top 100 Most Valuable Global Brands 2001 Top 100 Most Valuable Global Brands 2002 Top 100 Most Valuable Global Brands 2003 Top 100 Most Valuable Global Brands 2004 Top 100 Most Valuable Global Brands 2005 Top 100 Most Valuable Global Brands 2006 Top 100 Most Valuable Global Brands 2007 Top 100 Most Valuable Global Brands 2008 Top 100 Most Valuable Global Brands 2009 Top 100 Most Valuable Global Brands 2010 Top 10protects value 0 Mos t Valua ble Gl obal Br ands 2011contribution in a challenging global economy It differentiatesBrandBrands pursue Creative strategies impact and buzz generate addedrelevancein digital Valuation and Methodology by Readers Digest Issue 05 Readers Digest Issue 04 Readers Digest Issue 03 Readers Digest Issue 02 Readers Digest Issue 01
  2. 2. BrandZ™ Top 100 Most Valuable2 Global Brands 2012Welcome
  3. 3. Introduction Welcome 3Welcome to the 2012 BrandZ™ Top 100Most Valuable Global Brands report.This is the seventh annual edition of a report that’s become the definitive source forunderstanding brand value, and the strategies that help build and sustain it, acrossnumerous product categories.This year’s report reminds us once again how important brand strength is to thegrowth prospects and long-term health of a business. When a whirlwind of economicslowdown and political uncertainty undermine consumer confidence, brands aretotally exposed. They cannot take shelter from the storm.Rather, strong brands and everything they represent—innovation, trust, reputation,responsible citizenship—enable businesses to navigate and move forward despiteforces that, like the weather, are beyond their control. But how do you build andsustain a strong brand? This report tackles those questions.Because the 2012 BrandZ™ Top 100 Most Valuable Global Brands is so packed withinformation there is a Highlights summary that appears on page 6. You’ll also findTake Aways on page 8.Please accept this report with our compliments and do contact me with any questions,or simply to have a conversation about how we can help you make your brands workharder to achieve your business objectives.Sincerely,Richard MillarCEO
  4. 4. BrandZ™ Top 100 Most Valuable BrandZ™ Top 100 Most Valuable4 Global Brands 2012Contents
  5. 5. Introduction Welcome 5Highlights 6 Top 10 Latin America 44Take Aways 8 Top 10 UK 44Strategic Essays 10 Brand Personality: Unlocking key traits 45 for success and valueReputation, Purpose and Profits: 11Bridging the Gap Product CategoriesSustaining brand relevance: The impact of new Apparel 48 12devices on the path to purchase Beer 52Buzz means money: Social and digital media, Cars 55 14vital to the health of successful brands Fast Food 59More than a megaphone: Interactive 15 Financial Institutions 62digital engages people Insurance 67Metail is the new retail: Brand owners and 16retailers face a new world Luxury 70Fast Growing Markets Oil & Gas 73Overview 18 Personal Care 76Brazil 22 Retail 80Russia 24 Soft Drinks 84India 26 Technology 87China 28 Telecom Providers 92Top 100 Overview ResourcesBrandZ™ Top 100 Most Valuable Methodology 97 30Global Brands 2012 WPP Contributors 100Top Risers 38 BrandZ™ Apps 103Newcomers 39Category Changes 40Brand Contribution 41Regions 42Top 10 North America 42Top 10 Continental Europe 43Top 10 Asia 43
  6. 6. BrandZ™ Top 100 Most Valuable6 Global Brands 2012Highlights The value of the BrandZ™ Top 100 Most Valuable GlobalThe total brand value Brands grew 66 Technology andof the 2012 BrandZ™ percent between telecom brandsTop 100 Most Valuable the first valuation together comprisedGlobal Brands reached in 2006 and 2012. about 44 percent of$2.4 trillion. the value of the 2012 BrandZ™ Top 100 Most During that six year Valuable Global Brands.Brand value grew period, the BrandZ™ They accounted foroverall, but only portfolio of highly about one-third ofmarginally, because valued brands the value in 2006.of myriad economic outperformed the S&Pand political issues 500—by 103 percent.that eroded consumerconfidence in thedeveloped economiesand because the BRICs Four of the Topslowed somewhat. 5 brands were in On a category-by- technology. Number category basis, six 4, McDonald’s,Brand itself remained categories were up, was the exception.strong. And the portion six were down andof brand value attributed financial was flatdirectly to brand, in the 2012 report. Apple stayed Number 1,rather than financials or with a 19 percent gainother factors, helped in brand value to $183sustain brands through billion for the technologya challenging year. leader. Luxury and fast food rose most sharply, 15 With a brand value percent, followed by of $116 billion, B2B apparel at 13 percent. giant IBM moved up one slot to Number 2, ahead of Google.
  7. 7. Introduction Highlights 7One in five brands in Sinopec, the oil and gas With an increase ofthe BrandZ™ Top 100 giant and the traditional 74 percent, FacebookMost Valuable Global Chinese clear liquor appreciated the most inBrands was from a Moutai brought the brand value, moving upfast growing economy. number of Chinese 16 places to Number 19 brands to 13 in the in the BrandZ™ Top 100The first brands 2012 BrandZ™ Top 100. Most Valuable Globalfrom Chile, retailers Brands, just behindFalabella and Sodimac, Walmart and Amazon.entered the BrandZ™category rankings. The first Australian brand also entered the BrandZ™ Top 100 Hermès grew 61percent Most Valuable Global in brand value, andMTN, a South African Brands. Commonwealth moved up 39 places intelecom, became Bank appreciated in the BrandZ™ Top 100,the first brand from value in part because based on the strongAfrica to rank in the of its investments luxury market and theBrandZ™ Top 100 Most in the heated brand’s desirability.Valuable Global Brands. Asian economies.Another telecom, Airtelbecame the secondIndian brand in theBrandZ™ Top 100 MostValuable Global Brands.
  8. 8. BrandZ™ Top 100 Most Valuable8 Global Brands 2012Take Aways Value Reputation Brand ContributionConsumers are shopping. But Consumers have little patience It’s the BrandZ™ measurement ofthey’ve adopted a new attitude with brands—and corporations— how much of a brand’s value cantoward consumption—considered that violate trust. They publicize be attributed to the brand itself,rather than conspicuous. Many transgressions immediately and exclusive of financials and otherbrands that appreciated in value, widely on social media. When PR factors. High Brand Contribution issuch as Zara, Uniqlo and Home is facing damage control, it’s too an enduring competitive strengthDepot, combined quality with price late for the reputation conversation. most often found among luxuryinto an appealing value proposition. Reputation is a core strategic brands. But not exclusively. concern. No brand gets a free Coca-Cola and two Chilean pass. Consumers continued to retailers—Falabella and Sodimac— Renewal distrust banks, no surprise. But ranked high in the 2012 BrandZ™ they also scrutinized more revered Brand Contribution ranking,Brand strength isn’t an inoculation brands like Apple, Facebook suggesting that this advantage isthat prevents problems. Stuff and Google. available to brands in any category.happens. The economy tanks.Consumer tastes change.Corrections are inevitable. Brand Reimagine Personalitystrength enabled renewal tohappen. And happen quickly. Not long ago, a huge warehouse No single brand personalityThink Starbucks or Toyota. filled with racks stacked high with guarantees success. There’s merchandise defined successful no formula. Brands in the same power retailing. Consumers in product category, but with radically Relevance those aisles now shop with mobile different personalities, can both device in hand, conducting price succeed. The key is to understandBrand heritage is important comparisons. Brands expecting a brand’s personality and thenand hard earned. Heritage to succeed in this landscape are to incorporate those traits into acan gain consumer trust. But reimagining themselves, looking for consistent brand message. Brazil’sto be recommended today ways to be present in a compelling Brahma beer is among the highestrequires being relevant. In its way in every possible physical brands in Brand Contribution.contemporary product range and and virtual reality. Tesco even Consumers think of the beer asclever communications Burberry has an interactive video wall in friendly and happy and Brahmaoffered an excellent example. the Seoul, South Korea subway. reinforces this perception in its advertising.
  9. 9. Introduction Take Aways 9 Harder BRICs Technology Health & WellnessWestern brands are no longer In almost any category, technology The impact of consumer concerna novelty in many of the BRIC seems to be at the center of the with health is most apparent inmarkets. Local brands are conversation. Retail is about being the decline of cola sales and theimproving in functional and omni-channel, present everywhere addition of salad and apple slicesemotional appeal. Years ago, all the time, which is only possible to fast food menus. But the trendperhaps, brand success was in your dreams or through is deeper and wider than twoabout just showing up. Not any technology. The competitive battle categories. Because we’re onlymore. Aggressively improving in cars is not about horsepower, human, we’ll continue to consumeits approach to consumers, itself a retro word, but about food and drinks that are bad for us.the Russian financial institution technical enhancements like voice- But we’ll do it less. We won’t feelSberbank was among the activated communication for driving good about it. And we won’t feelTop Risers in brand value in and controlling entertainment good about the brands that enablethe BrandZ™ Top 100 Most systems. BMWs came loaded this behavior. Coke and PepsiValuable Global Brands. with technology; so did Fords. emphasized healthier options. And they were not alone. Disruption Digital EntitlementAn entrepreneur with a good There’s never a magic wand. Butidea and minimal investment digital comes close. Its power Consumers feel entitled again.can rapidly impact any category. seems limited only by the creativity Having tightened their belts forToday’s telecom or a retailer can of thinkers and dreamers. Digital so long, they need to exhale. Inbe tomorrow’s bank. Digital makes enables brands to be ever- categories such as luxury andit possible. Category disruption present in ways that inform and personal care, individuals spentis a looming threat that brands delight people when they’re at money at all price points, morecan best handle by perpetually home on a computer, engaged to feel good about themselvesinnovating and experimenting, on a mobile device, passing a than to impress others, whetheradopting what works and compelling outdoor display or purchasing an expensiveeliminating what doesn’t. Even standing in a store aisle. And fragrance from Hermès or a moreAmazon, which perfected digital works across categories, affordable one from Clinique.the world of online shopping, as exemplified by the featureexperimented with a distribution “Digital Discoveries” on the websitepresence in the physical world. of luxury brand Louis Vuitton.
  10. 10. BrandZ™ Top 100 Most Valuable BrandZ™ Top 100 Most Valuable10 Global Brands 2012Strategic EssaysDigital opportunities, anchored by trustworthyreputation, sustain brand relevance today.
  11. 11. Strategic Essays Reputation 11 5. Corporate reputation can help distressed categories.Reputation, Purpose and It can infuse life into negatively perceivedProfits: Bridging the gap categories, such as energy. Corporate reputation provides a new pathway to improve brand identity, consideration and usage by building By John Gerzema David Roth positive differentiation in categories that Executive Chairman struggle with reputation and tend to be more defined by negative differentiation. A framework for change Successfully acting on these findings requires first understanding and“A business that makes to drive brand differentiation. Trust should be a central tenant of a manager’s measuring corporate reputation. We divided corporate reputation into thesenothing but money is a strategy for growth. four components:poor business.” 2. Corporate Responsibility Success: Innovative, associated with has evolved. quality products and financially strong– Henry Ford It’s moved from communications to Fairness: Well priced, offering goodCorporate responsibility activities have value for money, honest and decent in conversations.existed for nearly as long as corporations relationships with customers, suppliersthemselves. And great companies backed As society demands transparency and and other companiesby names like Carnegie and Rockefeller participation, corporations must becomereturned profits to the populace through “truly public.” On Patagonia’s Foot Print Responsibility: Respectful of employees,trusts, foundations, charities and public Chronicles website, people can click scrupulous about supply chain practicesworks. Great companies were part of the on any garment and virtually track the and protective of the environmentculture and consumers rewarded them company’s supply chain, understanding Trust: Consistently delivers on promiseswith their business. path to purchase, worker conditions and about products and services carbon foot print. And they can comment.But as corporations modernized and These four components move alongconsolidated, the focus for “doing 3. Corporate reputation builds a continuum from characteristicsgood” shifted away from the consumer brand equity. seen as “hard” and practical businessmarketplace to narrow elite audiences It helps by retaining loyalty among considerations (Success and Fairness) tothat shaped policy. The vision of the existing customers. other important issues seen as less coreenterprises diffused, while their values to business achievement and thereforebecame less clear in the marketplace. Corporate reputation helps convince “soft” (Responsibility and Trust). UntilToday we are entering a new era customers that a company is personally now these four components were notwhere corporate reputation and brand appropriate and relevant to them, which well integrated. The hard issues drovemanagement are one in the same. directly affects purchase behaviors. the business. Too often the soft issues Corporate reputation is not just about formed the “moat” around the business,New collaborative research from WPP’s creating a warm glow around a brand.BrandAsset Valuator™ and BrandZ™— an afterthought done for pragmatic It’s an impactful customer retention reasons and lacking conviction.the two largest surveys of brands in the—reveals that customers seek out Success today requires integratingand support companies that share their 4. The effects of corporate these components into all levels of thevalues. And they reward these companies reputation can surprise. business. This approach produces brandwith stronger brands and more loyal They are pronounced among older, more integrity, a tensile internal strength that’scustomer bases. Here are five key insights affluent and female consumers. much more durable than the “moat.”for understanding the power of corporate It is vitally important for companies toreputation and a framework for harnessing Conventional wisdom holds that understand that that they have two typesthat power to positively impact brand corporate responsibility is more important of shareholders, those who hold stocksperformance and market share. to younger people. However, older and those who buy products and services. people “walk the walk.” As people age,1. Trust is the “New Black.” their perceptions of social responsibility In fast growing markets and in startup become a stronger driver of brand choice. activity many managers already take thisAs fewer people trust brands, corporate more holistic view. Because they don’treputation can drive brand differentiation. distinguish between corporation andTrust previously did little to differentiate brand, they’re better able to translatea brand. But today, a trustworthy vision, principles and values into brandcompany has a 35 percent greater chance experiences for customers.
  12. 12. BrandZ™ Top 100 Most Valuable12 Global Brands 2012 shopping; mobile Internet has taken this disruption to a new level and posesSustaining brand relevance: diverse challenges. Many brands are experimenting with different approachesThe impact of new devices to the retail environment, using their physical locations as showrooms, laidon the path to purchase out for strong design appeal, rather than showcasing piles of products. Showing consumers the product in a highly compelling setting, but giving By Joseph Webb Fiona Buchanan them access to the size, model, or color UK Head of Digital Development Manager that they want via a kiosk in-store is & Technology proving a good way to evolve the in-store experience to keep pace with technology for some brands. The 28 percent of consumers who are using a mobile device to research in-store via mobile and sharing comments also create a new dynamic. Brands needThe digital revolution with their network and beyond—the to take action to ensure that they cancan be likened to a implications for brands continue to hold their own in an environment where be huge. consumers can be more knowledgeablerunaway train for than sales staff. Empowering shop-floorsome brands. Mobile intensifies teams with their own handheld devices that provide access to the latest prices,It’s very hard to board now that it’s disruption stockroom situation and consumeron its way and, even if you have a seat We have seen the Internet and reviews will help retailers stay relevant.already, it’s a far from comfortable ride e-commerce make a major impact onwith the emergence of new devices—and the ways in which consumersinteract with them—acting like yetmore unpredictable junctions in the I write about brands to...track ahead. % who agreeConstant connectivity has madeconsumers more vocal than ever before,and this word of mouth influences Share experiences 64decision-making everywhere. It hasnever been easier for the connectedconsumer to report on a bad experience, Offer advice 64in real time, while feelings are stillraw. And these comments, reviews Praise a brand 61and criticisms have an effect—with 52percent of people surveyed globallysaying that a single negative review will Ask advice 60have an impact on how they feel towardsa brand. Share answers/opinions 56 Many brands have learned that thisshift in the balance of power towardsthe consumer requires an overhaul Criticize a brand 53of marketing approaches, with theflexibility to respond to opportunities—and threats—in real-time a significant Share cool stuff from brands 51driving factor in maintaining a positivereputation. Customer service 46The biggest enabler of this powershift over the past few years has beenthe smartphone explosion. With Paid/rewarded for doing so 40approximately 30 percent of the worldnow constantly connected—researchingpurchases, comparing prices, shopping
  13. 13. Strategic Essays The Impact of Digital 13 for consumers to shop online will also Compare this to Indonesia, whereMeeting shoppers on the grow exponentially. Internet penetration has only reachedpath to purchase Consumers are increasingly paving their 16 percent and the majority of Internet access is via a mobile device. Here, TVBrands need to make mobile a key part own path to purchase, with a growing, plays a far larger role, with 96 percent ofof the in-store experience, ultimately device-driven autonomy from traditional Indonesian Internet users regarding TVcreating another POS channel. channels. Brand successes requires as influential—even if they are surfingApproaches for integrated mobile into harnessing these new behaviors to enable the Internet on their phone as theythe store include providing free Wi-Fi and enhance the consumer experience and watch it.and having QR codes that link to product deliver the brand message with consistencyinformation or expert reviews. Mobile across all media and purchase channels. An opportunity exists for brand ownerswallet is also slowly gaining traction and in both of these markets to deliveralready more than a third of consumers Internet penetration impactful, integrated campaigns, but thatglobally are interested in using this requires a sound understanding of whichservice, which may take us towards a influences message devices consumers use, when, why andworld without check-out queues, or and media how. These possibilities seemed far-even check-outs at all, solving a major fetched just a few years ago. Yet with The message and media approach,annoyance of the grocery shopper. devices putting consumers in the driver’s influenced by Internet penetration, varies seat, the choice for retailers and brandsIncreased tablet ownership will produce by country market. In a market like Sweden, may be less of a question of whether theymore new behavior and attitudes. We’re where more than nine out of 10 people have can keep up, but rather whether they canalready seeing tablets impact where and access to the Internet, only 31 percent of afford not we shop, with highly compelling, people regard TV ads as influential, whileengaging interfaces driving out-of-store almost three-quarters (74 percent) willpurchases. As tablet penetration grows, go online to find out information aboutthe opportunities to develop new ways a product seen elsewhere.
  14. 14. BrandZ™ Top 100 Most Valuable14 Global Brands 2012Buzz means money: Social and digital media,vital to the health of successful brands By David Barrowcliff Specialist: Social Media Measurement 383The 2012 BrandZ™ positive mentions, together with the Millward Brown BrandZ™ measure of of 1 to 10, 10 being the most positive score. The Top 10 “Earned Buzz”Top 100 Most Valuable online fans (FanZ Index). brands averaged a score of 8 in BrandGlobal Brands As might be expected, the brands with Momentum compared with a score of 6 for the bottom 10.comprises many of the more fans created more “Earned Buzz.” So what are the “Earnedgreat and the good, But the crucial finding is that brands with Buzz” Top 10 brands? more fans and “Earned Buzz” levels arethe different and the much more valuable. They are completely dominated by USspecial, and the most And brand value growth is significantly technology brands, and even the one retailer, Amazon, is fundamentally atalked about. better if buzz is better. The Top 10 technology brand. The entertainment “Earned Buzz” brands grew on averageWPP social media monitoring company, brand Disney is also becoming heavily by 5 percent in value last year, while theVisible Technologies, carried out an dependent on the digital space. bottom 10 declined 8 percent.audit of the digital social and traditionalbuzz for each of the Top 100 brands over The future also is brighter. The Brandthe last year. From this we have created Momentum Index measures the The “Earned Buzz” Top 10an “Earned Buzz Index”, weighted by prospects of future earnings on a scale Rank Category Buzz Index (average 100)More buzz and fans means more value 1 Facebook 1,331 Value $511bn 2 Google 1,229 3 Apple 1,093 EX 4 eBay 475 Z IND 5 Microsoft 442 BUZ NED 6 Sony 437 EX EAR ND 7 Amazon 425 ZI N FA DEX FAN Z IND EX D E X 8 Samsung 301 Z IN IN F AN UZZ Z IND EX EARNED B 9 HP 282 FAN ND E X EARNED BUZZ I 10 Disney 280 $112bn Earning the privilege of being talked about is one of the assets2012 BrandZ™ Top 100 in groups of 10 by level of “buzz.” of an interesting, meaningfullyBrands with higher value have more fans and more “Earned Buzz.” different brand.
  15. 15. Strategic Essays The Impact of Digital 15 iTunes or Google models have provided the creative industry. In contrast, rightMore than a megaphone: now, when we build an interactive out of home app, we often also have to buildInteractive digital the platform on which it will reside. Once interactive out of home platformsengages people become permanent fixtures in our landscapes, and “all” developers have to do is create exceptional immersive experiences for people, we’ll see a huge By Eric Mauriello surge in transformational work that will Senior Vice President not only surprise and delight people—and turn them into brand-loyal consumers— but can actually improve the quality of life. The work that Possible recently did for the Bill and Melinda Gates Foundation’s Visitor Center demonstratesIt’s not just what brands example, incorporated both augmented reality and a large-format video wall, both pretty dramatically what can happen when people are able to interact intelligentlysay that matters, it’s of which enticed passersby into “morphing in DOOH environments. Fourteenwhat they do. stations” to transform themselves into a Na’vi, the blue skinned species from interactive exhibits educate people about important global issues and enable themAnd yet, even as Digital Out of Home the movie. Yahoo’s Bus Stop Derby let to contribute ideas for improving the(DOOH) becomes more and more a part participants engage with other people world. As the proverb says: “Tell me andof our physical and imaginative landscape, at other bus stops, in real time, through I’ll forget; show me and I may remember;brands are still using the platform mainly as competitive social games. involve me and I’ll understand.”a megaphone—to shout at people as theyrace past in their cars or mosey through As another example of effective interactivethe mall. out of home, we at Possible Worldwide recently unveiled the Macy’s “Beauty Spot,”Sometimes there’s a twist, such as the a multi-branded in-store area, anchored byintelligent billboards in the Tokyo a large-format touchscreen, that providesrailway system that change up their cross-brand information, inspiration, andads depending on the perceived age/ recommendation to customers. We couldgender of the person looking. But at least have installed a digital billboard in exactlyfor the moment, DOOH concentrates the same place, but by making the Beautyon advertising to consumers without Spot interactive and linking it to theoffering them any new benefit specific user’s mobile device and social networks,to the locational, interactive potential of we delivered shoppers a satisfying multi-the platform. Except making it easier for channel experience, bringing aspects ofadvertisers to sell and publish content. the website, the customer’s digital identity,In fact, I would go so far as to venture and the mobile experience together inthat, currently, DOOH benefits media a way that bolsters the Macy’s brand bycompanies more than it does either making people feel both excited to explorebrands or consumers; with the ability their favorite brands while being in controlto change digital signage every hour of their time and level of commitment. Tryvia computer, advertisers can sell more doing that with a digital billboard, even ifinventory, with much less effort. Brands the glossy ads change up every minute.should be encouraged to rethink DOOH Innovation needs someas “Interactive Out of Home”—that is,as an opportunity to do something with standardizationthe audience: engage them, entertain Part of the problem with innovating inthem, above all, get them to participate. the out of home market, of course, is that it’s in its nascent stages and thus mostSome brands get it right deployments are bespoke, for particularThere are definitely brands out there that clients and situations. Standardizedare getting it right and working interactivity backends, platforms, and ecosystemsinto their DOOH environments. have resulted in an explosion of growthTwentieth Century Fox’s Avatar Na’vi and innovation for the Web and mobile;campaign promoting “Avatar,” for think only of the opportunities that the
  16. 16. BrandZ™ Top 100 Most Valuable16 Global Brands 2012Metail is the new retail: Skills of a metailer:Brand owners and retailers Merchant prince meetsface a new world mathmetician We have moved from a world of anonymous and captive customers, By Michael Ross to a world where they are known and unshackled; from a world where Co-founder and Director retailers were distinct from brand owners to a world where each is morphing into the other. In a world centered on stores, and related characteristics that directly retailers simply need to be good atThe Internet has impact their purchasing behavior. stores. It’s relatively easy to identifycatalyzed fundamental – Freedom The unshackling of good and poor performing stores and to understand what is workingchanges across the customers from location has broken and not working. the traditional retail model. Other thanentire retail system. products for immediate But in a world of hundreds ofAt the heart of the changes is a dramatic consumption, consumers now have thousands, if not millions, ofshift in retailing priorities. Location, access to an almost unlimited set customers, a retailer needs to belocation, location is giving way to of brands and products, and to good at statistics to make sense ofcustomer, customer, customer. retailers across the globe. For most large quantities of transactional data. categories,consumers are voting withThis transformation is so pervasive that This requires a different skill set, new their mouse. Online is now a largeany business that merely tries to adapt types of thinking, new models and and growing part of the retail mix.piecemeal will struggle. For both retailers new equations. The key elementsand brand owners to succeed in this new – Empowerment Information about include:world, they need to learn from each other products, prices, availability andand become more like each other. The performance is instantly available via - culture of metrics and data, Ashift is creating in a completely new type PCs, mobile phones and tablets. with data scientists at the heartof merchant, a blend of retailer and brand of the business For brand owners, the Internet enablesowner—the metailer. direct access to a global pool of customers. - trategy driven by consumer SThe notion of metailer evolves naturally That means brand owners no longer insightfrom how the Internet has changed retail need to rely on retailers and can adoptfor consumers, brand owners and retailers a radically different distribution strategy - usiness planning driven by Bthemselves. The Internet has left no part based on online, flagship stores and customer acquisition andof the retail system untouched. The old very selective wholesale distribution. retention dynamicsrules don’t work and the old labels no And brands benefit from the resultinglonger describe the current reality. For improved margins and deepened - n organization centred around Athe most part, this new world is good for customer understanding. coherent customer groupsconsumers and brand owners. But it’smixed for retailers. Retailer benefits - easurement of all the things that MThe Internet benefits come with problems matter to customers For retailers, the Internet brings a mixconsumers and of benefits and problems. The ledger is The successful metailers will be the ones who embrace this newbrand owners tilted slightly to the positive, which is world by adopting this cultural shift. fortunate since the Internet is impossibleFor consumers, the purchasing process The battle for customers is just to ignore. The good news for retailersis completely different than what it once beginning. includes these developments:was. Today consumers have much moreinformation, choice and control over – reater access to more customers Gwhat and how they buy. The Internet has Traditional retailers gain access toendowed consumers with two important customers outside the catchment area of their physical stores.
  17. 17. Strategic Essays The Impact of Digital 17– ore touch points Cross-channel M In today’s world, metailers have much interaction deepens relationships with more sensitive diagnostic information existing customers and makes derived both from the physical and virtual it easier to acquire new customers. store activity. They can determine, for– ore customer data Many retailers M example, not simply that a particular struggle to gain customer insight. physical store is underperforming, but also Much more insight is available and the how customers are shopping, which skus Internet makes it easier to obtain it. they may be browsing but not purchasing.And here’s some of the bad news Metailers can have insight and canfor retailers: take action at the individual customer level. This is not necessarily just about– ore competition More retailers M personalization or loyalty, though it could and brand owners are moving be. It is simply about recognizing these online, opening up internationally or two key related points: creating niche boutiques, which all heightens competition. – Customers drive retail growth.– estricted access to some R – ost effective acquisition and C products As brand owners retention of customers drives increase direct engagement, profitable growth. retailers will find that some of their So understanding individuals—their bestselling brands abandon them. purchasing patterns, their behaviors, their wants and needs—is critical toTo succeed in this universe, retailers need optimizing any commerce manage their businesses differently. Failing to understand is a recipe for sub- optimization. In a competitive market,Introducing metailers sub-optimization is a recipe for failure.The old model was linear. Thecommercial activity moved from thebrand owner through the retailer tothe customer. Today, the customer isthe center of the universe, the “me” inmetail, communicating directly withboth the brand owner and the retailer.The terms retailer and brand ownerbecome misleading and obsolete. In aworld where successfully selling productsand services depends primarily onprofoundly understanding the customer,the brand owner and retailer are in thesame business.Both try to understand the customerand to customize the offering to meetcustomer needs. Both engage withcustomers in multiple channels toprovide a brand, or many brands. Bothare metailers, especially when theyexhibit a customer-centric outlook andexpertise in data analysis.Succeeding at metailIn the past, retailers depended on keymetrics, such as profit-per-store, todetermine the health of the enterpriseand to insolate any problems, which theywould remediate with store-level fixes:open, close or refit a store and fire or hirea manager.
  18. 18. BrandZ™ Top 100 Most Valuable BrandZ™ Top 100 Most Valuable18 Global Brands 2012Fast Growing MarketsThe 2012 BrandZ™ Top 100 Most Valuable GlobalBrands reveals a new phase in the development ofbrands in fast growing markets.
  19. 19. Fast Growing Markets Overview 19 In 2006, the BrandZ™ Top 100 included the Chinese oil and gas giant Sinopec only two fast growing market brands, appeared in the Top 100 for the first time,As BRICs slow, from China. Less than a decade later, fast growing markets account for one-in- as did Moutai, a leading brand of baijiu, China’s traditional clear markets five brands in the 2012 Top 100. During this period, the value of brands from Similarly, Petrobras, Brazil’s oil and gas company, declined and two Brazilian bankand brands fast growing markets in the Top 100 increased in value by 663 percent. brands, Itaú and Bradesco, fell below the Top 100 in value. But three Brazilianemerge But in the 2012 BrandZ™ Top 100 Most Valuable Global Brands the rate brands—the beers Skol and Brahma, and the cosmetic producer Natura—ranked of brand value appreciation in the fast among the Top 15 brands in Brand growing markets slowed. Some factors Contribution, the measure of how brandDuring the past decade, were country specific. The attempt itself, rather than financials or other to moderate inflation contributed to factors, contributes to earnings.these markets, especially the economic slowdown in India and Russia’s telecom MTS declined. Butthe BRICs—Brazil, Brazil, for example. But, overall, the following a major effort to refresh the BRIC deceleration illustrated theRussia, India and interdependence of nations in a global brand, the financial institution Sberbank increased in value 25 percent, which placedChina—served as the economy. China reduced demand it among the BrandZ™ Top 20 fastest for commodities from Brazil. And allmostly dependable the BRIC countries felt the decline risers. While the Indian bank ICICI declined, the Indian telecom Airtelengines of global in demand from financially troubled appeared in the BrandZ™ Top 100 ranking countries in the Eurozone.economic growth. And for the first time. The first African brand, Value declines for MTN, a South African telecom, debutedeven during the in the ranking.economic crisis of 2008 some brands, but new brands appear Two Chilean brands appeared for the firstand 2009, the total time in the BrandZ™ ranking of brands As the spotlight dimmed on some in the retail category. An operator ofvalue of the brands from brands, at least temporarily, other brands department stores and specialty outlets,fast growing markets emerged from the shadows. China Falabella is one of South America’s largest Mobile, the country’s most valuable retailers. Sodimac, a Falabella company,continued their brand, and China’s most valuable bank is a consumer home improvement andsteady climb. brand, ICBC, declined. At the same time, B2B construction materials retailer. Value of brands since 2006 663% NON-FAST GROWING FAST GROWING ALL TOP 100 Fast growing market brands experienced sharper growth than either the non-fast growing market brands or the Top 100 over all. Brand value growth in fast growing markets helped compensate for the difficulty in banking and certain other categories during the 47% 66% financial crisis of 2008 and 2009. Source: BrandZ™ data
  20. 20. BrandZ™ Top 100 Most Valuable20 Global Brands 2012Current results suggest 2006 2007 2008 2009 2010 2011 2012future directionThis maturation of fast growing market China 2 5 5 6 7 12 13brands reveals several trends that point Russia 1 2 2 2 2to likely future developments.1. The representation of fast growing Brazil 1 2 3 1market brands in the BrandZ™ Top 100will increasingly include brands from India 1 1 2both the BRICs and other nations fromAsia, Africa and Latin America. Mexico 1 1 1 Africa 1 TOTAL 2 5 6 9 13 19 20 Although the presence of fast growing market brands in the BrandZ™ Top 100 ranking slowed last year it continued and expanded to include Africa for the first time. Source: BrandZ™ data2. Brands from the fast growing marketsare predominately in infrastructure Fast Growing Marketsand financial categories, reflectingtheir status as state-owned or state-controlled enterprises. But technologybrands also appear because of the 14ubiquity of technology and expandingentrepreneurship. Over time, the 13 44fast growing market brands will bepresent in many more categories,cultivating consumer allegiance athome and increasingly seeking new 29opportunities abroad. Other Markets 12 12 43 Financial 33 Telecoms Tech Other Fast growing market brands are especially represented in financial, telecoms and other categories typically dominated by state-owned or state-controlled organizations. The categories in which brands from fast growing markets are present will become more diverse over time. Source: BrandZ™ data
  21. 21. Fast Growing Markets Overview 213. Compared with brands generally, The BrandZ™ Pyramid illustrates thethe BrandZ™ Top 100 score higher building blocks of a brand’s connectionin the BrandZ™ metrics about Trust, with its customers. The Pyramid isRecommendation and Desire. Brands built on a foundation of “presence,” orfrom fast growing markets score even awareness of the brand, and culminateshigher in these metrics than the Top at “bonding,” which measures the BRIC FOUNDATIONS100 overall. And while the Top 100 also emotional attachment when a customerexhibit a much more robust BrandZ™ believes that a brand offers more POPULATIONPyramid than brands generally, the fast advantages than its competition.growing market brands again outperform AND GDPthe Top 100 overall. The four BRIC countries include 42 percent of the world’s population but account for only 17 percent of its GDP.Fast Growing 2010 2010 population GDP ($B)Bonding 22 Brazil 191 million 2,024Advantage 59 Russia 142 million 1,477Performance 63 India 1,192 million 1,430Relevance 77 China 1,342 million 5,745Presence 91 BRICs 2,867 million 10,676All Top 100Bonding 12 BRICs % of worldAdvantage 40Performance 49 PopulationRelevancePresence 58 73 42%All brands GDPBonding 4 17%Advantage 25Performance 34 Sources: Global TGI, National census authorities; International Monetary FundRelevance 40Presence 52The BrandZ™ Top 100 outperform brands in general at all levels ofthe BrandZ™ Pyramid. Brands from fast growing markets performeven better, indicating that they have achieved a close connectionwith customers.Source: BrandZ™ data
  22. 22. BrandZ™ Top 100 Most Valuable22 Global Brands 2012 the past, the government organizes the the BrandZ™ ranking of personal population into hierarchical economic care brands and earns a high score for classes, A to D, wealthiest to poorest. Brand Contribution, which measures As in many societies, the wealthiest the portion of brand value attributable individuals remain well off or even directly to the brand rather than to become wealthier. The distinction financial performance or other factors. in Brazil, over the past decade, is the broadening of the middle class, or in Brazilian categories, the ascendency of people from D to C and from C to B. Since 2003, roughly 40 million Fundamentals for brand building in BrazilBrazil Brazilians—out of a population of 200 million—have entered the middle class. The C class now includes about 1. Reach out digitally half of Brazil’s population according to Brazilians are among the most TGI. This demonstration of national wired people on the planet. ThisExpanding conscience and self-sufficiency has burnished the nation’s self-image and interconnectivity helps cross the social and economic divides, whichmiddle class unleashed spending that impacts brands across all categories, with credit widely are narrowing but sill exist. 2. Be prepared fordrives brand available from credit cards, government programs and through employers. competition International brands enteringgrowth Many Brazilian and multi-national brands had largely ignored or underserved or expanding in Brazil are likely to encounter both eager much of the low-income population with and welcoming consumers poorer quality products provided in big and increasingly tough local economical and unattractive packaging. competitors.Brazilians feel optimistic They now accord these consumers 3. Recognize distinctive increased attention and respect.about the future relative cultures Because Brazil is a geographicallyto most of the world’s Consumers adopt large and demographically diversepopulation. spending strategies country, successful brands recognize that making an impactAround 70 percent of Brazilians believe Over time, Brazilian consumers on consumers requires adaptingthat the country’s financial situation is perfected strategies to bridge the gap to many local cultures.going “well” or “fairly well,” compared between what they aspired to buy andwith a global average of 39 percent, what they could afford. In the past, low- 4. Be emotionalaccording to the Global Monitor study income consumers might pay one or two Brazilians respond positively toof The Futures Company. Because the reais for a bottle of private label cola, brands that create an emotionaleconomy slowed last year, however, the for example. Today, they often spend a bond. While rational reasons forpositive attitude of most Brazilians is few more reais to buy Coke because it’s purchasing products and servicesmoderated by some doubt about both affordable, if more expensive. remain important to Brazilianthe country’s economy and their personal consumers, they are especially loyal But they may alternate their purchasefinances, The Futures Company found. to brands that earn their affection. of Coke with a private label, reservingThe underlying optimism is based on Coke for special occasions and a 5. Help build Brazilseveral factors that transformed the weekend treat, while drinking private Becoming a genuine and activeBrazilian economy and accelerated the label on weekdays. Similarly, consumers participant in the effort to raise livinggrowth of brands during the past decade increasingly mix brand and private label standards and reduce inequities willincluding: consistent government focus in the personal care category where ultimately benefit the brand.on improving social and economic many products offer both functional andequality; a thriving economy, despite the emotional benefits. A female shoppercurrent slowdown; increased availability might purchase a relatively low pricedof credit; and national cohesiveness shampoo for general family use, but theand pride with growing excitement in Brazilian brand Natura for herself.anticipation of the 2016 Olympics and Natura, Brazil’s leading manufacturerWorld Cup in 2014. and marketer of cosmetics, emphasizesPerhaps indicative of the wide income natural and socially responsible products.disparity that has divided Brazilians in It’s among the category leaders in
  23. 23. Fast Growing Markets Brazil 23 Major global marketers, like Unilever,Spending touches recognized growth potential in Brazilmost categories at least a decade ago and began enjoying the results in the past fewRetail brands are organizing their years. PG increased its investmentbusinesses to serve the new middle class during this period, becoming a major BRIC FOUNDATIONSconsumers. Grupo Pão de Açúcar, the sponsor of popular TV programs andnation’s largest retailer with a portfolio of1,800 stores, operates three supermarket cross marketing its products under the CONTEMPORARY corporate umbrella brand.brands, each targeted to a particular ATTITUDESdemographic group. The international Some global brands, such as Nescafé, On the subject of technology,hypermarket brands, such as Carrefour have been in Brazil so long that differences narrow among theand Walmart, are opening smaller stores consumers think of them as Brazilian. BRIC markets and between thecloser to the economically transforming The local beers Skol, Brahma and BRICs and the US and Europe.urban neighborhoods. Antarctica enjoy tremendous popularity In fact, relative to the US and as Brazilian brands, although the globalTAM, the largest airline of Brazil and Europe, more people in the brewer AB-InBev owns them.Latin America, and the carrier GOL BRIC markets say they try toare among the travel brands benefitting keep up with developments inas consumers spend their growing Learning to communicate technology. Of the many reasonsdisposable income on travel. Leading Many Brazilian brands are learning how that might explain this finding,bank brands, such as Bradesco and Itaú, to communicate with the same expertise perhaps the most compellingare adding branches, especially in the exhibited by the multi-nationals. They’re is that technology enablesfavelas and other poorer neighborhoods. experimenting with social media, for and accelerates change. In example, attempting to use it more for a the West, for example, mobileCielo and Redecard, brands that develop relationship-building opportunity rather phones added card networks and process than another sales channel. In markets lacking significantpayments, also are expanding to serve the telecommunicationsrising middle class, as is Multiplus, which Mobile communication potentially infrastructure, mobile phonesdevelops loyalty programs. Ownership of offers a major brand marketing helped transform cards increased from 46 percent of opportunity because Brazilians are soC class individuals in 2005 to 53 percent wired. According to some estimates, thein 2009, according to TGI. Store brand number of cell phones in Brazil exceeds “I try to keep up withcards increased from 15 percent of the the size of the population. The brand developments in technology”C population to 25 percent over the marketing challenge, for now, is that % who agreesame period. only a small percentage of these devices are smart phones. But 65 percent of 58 51 50Brazilians like Brazilians use the Internet everyday, 48 47 43 according to the TNS Digital Lifelocal brands Study, which also found that BraziliansThe positive way Brazilians feel about build some of the most extensivetheir country extends to Brazil’s brands, social networks in the world, with an Brazil Russia India China US Europesuch as Natura or Havaianas, producer average Brazilian network consisting ofof the world’s most recognizable flip- 481 friends.flop sandal. Even Petrobras, the nationaloil and gas giant and the nation’s mostvaluable brand, is held in high esteem. Source: Global TGI research based on analysis of 20-to-54 year-olds in the largestIn contrast to developed markets, cities in BRIC markets and a countrywide sample in the US and Europe (UK, France,where consumers regard oil companies Germany, Spain)with suspicion because of their sizeand environmental impact, Braziliansappreciate Petrobras for driving theeconomy and providing employment.The brand reinforces those attitudeswith sponsorship of cultural, sportingand educational initiatives. Althoughthe Petrobras brand value declined,it remains one of the world’s highestvalued oil and gas companies, ranking 75in the BrandZ™ Top 100.