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Best global brands 2012

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Relatório elaborado pela Interbrand, reunindo as 100 marcas mais valiosas do mundo, suas estratégias, casos de sucesso, ranking comparativo com o ano anterior, além de opiniões e tendências. (C) Interbrand.

Relatório elaborado pela Interbrand, reunindo as 100 marcas mais valiosas do mundo, suas estratégias, casos de sucesso, ranking comparativo com o ano anterior, além de opiniões e tendências. (C) Interbrand.

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Best global brands 2012

  1. 1. Best Global Brands 2012 The definitive guide to the 100 Best Global Brands
  2. 2. Table of Contents The Future is Human The Future of Brand 2 Building 22 Playing to Win on the Digital Frontier Best Global Brands 2012 6 24 Brand Humanity of Sector Overviews Olympic Proportions 72 10 Criteria, Methodology, The World’s and Brand Strength Toughest Brands 134 14 Contributors Citizens All: The New 142 Rules of Corporate Citizenship 18
  3. 3. The Future is Human By Jez Frampton If 2011 was about upheaval and uncertainty, 2012 has been about transition. Last year, dissent was in the air as protestors took to the streets from Tahrir Square to New York City, a nuclear crisis in Fukushima reignited a worldwide energy debate, and ongoing issues in the banking industry have brought — and continue to bring — deficiencies to the fore. Like it or not, we are entering a new world. Connected, networked, hyper-aware, and fraught with contradictions, this new world is complex and confusing, but rich, intimate, and alive. It is, for brands, full of promise and bound- less possibility — if organizations can learn how to tap into this vast intelligence. The inexorable rise of digital consumers, further accelerated by the mobile and tablet revolution, is radically shift- ing the dynamics of the marketplace. Facebook, which has forever altered the way we communicate and relate, went public this year. The London Olympics was not only the greenest Olympic event ever staged, but the most digital to date. Welcome to the future. Information has leveled the playing field, but has also compli- cated it. Though data — and lots of it — is available to all, that doesn’t mean everyone understands which bits of information are important or how they can be strategically applied. Today’s customers are skeptical, vocal, savvy — and have everyone compet- ing for their attention. Any brand that becomes fixated only on the data, and forgets that those numbers are really people, will be punished swiftly. Big data facilitates personalization, not a return to broadcast. Only brands that stay transparent, actively engaged, and true to their promises will manage to capture hearts and minds, earn trust and loyalty, and command a premium. Today’s best brands are in touch with their own humanity and the humanity of others. They listen to consumers, employees, and investors alike and respond to the messages they receive. They want to know how people really feel about their com- pany, they gather input and use it to drive innovation, and they realize that there is a lot to be learned from the wisdom of crowds. The challenge for brands is to respond quickly and with sincerity, or they risk compromising the relationship. After all, brands evoke emotion. They are personal. They fulfill and delight us. They are reliable, familiar, exciting, surprising, and ever in the fabric of our lives. They are woven into our memories, Best Global Brands 2012 / The Future is Human
  4. 4. fantasies, and dreams. They have the power to touch and change us precisely because they are human creations, invented in response to both our deepest and most practical needs. The principles that build and maintain strong brands still hold true, but sometimes we forget that people are really at the center of it all. Resonant symbols, cultural images, emotional attractors, behavior definers — brands are all this and more. They are living business assets: a concept, a feeling, a differentiating promise that grows, evolves, and will never die as long as a brand is kept alive in the minds of people. In order to succeed, brand owners must become more sensitive to the needs and desires of informed and discerning customers who demand high degrees of engagement — and consis- tency. And increasingly, the capacity of brands to deepen existing relationships and develop new ones relies on their ability to leverage new technology in service of the human connection. Those who manage the Best Global Brands 2012 understand the role they play in peoples’ lives, and respond accordingly — building on successes and making up for mistakes. They are constantly nurturing their brands to keep pace in a rapidly changing world; they know that every market is different, every interaction counts, and every indi- vidual matters. Quite an achievement in such turbulent times. These strong, highly innovative brands have earned the loyalty of many individuals who, collectively, contribute to their power and prosperity. They have also earned our respect and admiration, along with a place in our report. Jez Frampton Global Chief Executive Interbrand 4
  5. 5. Playing to Win on the Digital Frontier By Simon Smith and Erica Velis Digital is advertising’s new ecosystem, a USD billion company, beset with problems, dicey frontier for most major businesses, and the stock continues to fall. With the IPO a new medium for conversation, and a a distant memory and the stock value roughly technological wonder that has connected halved, the Facebook brand has taken a hit the world. It’s also among the most misun- and the effects on the market, the sector, and derstood phenomena in business today. the company itself, are likely to last a while. We are only just beginning to discover its potential to enhance business and, so far, Another digital company that has fallen investing in digital companies has proven far short of expectations is Zynga. Using to be a gamble. With a billion users on Facebook as a platform, Zynga is best known Facebook and 500 million on Twitter, for interactive games like FarmVille and there is no doubt that social media is CityVille, and has grown rapidly since it flourishing. A huge captive audience, and emerged on the social network scene. Games the promise of transforming “likes” into and apps have exploded in popularity in sales, has piqued the interest of investors the past few years, an outgrowth of social and companies who want to build their media and the transition to mobile devices. brands and turn key groups of people Cheap to produce but often lucrative, Zynga into paying customers. However, several has successfully capitalized on this trend. companies that appeared to be paving However, since the company’s December IPO, the way to the profitable new digital age its shares have dropped 70%; investors worry have faltered, shaking the confidence of about the long-term viability of its business investors and resurrecting the ghost of model, its dependence on Facebook, and its the dot-com bust of 2000. ability to keep making money from the people who play its digital games. Heralded with hype, Facebook, Zynga, and Groupon were all heavily promoted and And then there’s Groupon. Relying heavily on seemed poised to deliver. Facebook’s IPO on marketing to acquire new customers, Groupon May 18, 2012 was a milestone in Silicon Valley turns a profit by offering consumers deals and internet business history. On the morn- on local goods and services, and splitting ing of the 18th, the media clamor reached fever the discount proceeds with the participat- pitch: The Street predicted the stock could rise ing merchant. Though questions later arose to $60, $70, even $80 USD; trading broke stock about Groupon’s business model, namely the volume records, and the market saw the stock relationship between marketing spend and peak at $45 USD. That left the company with a its growth rate, Groupon CEO Andrew Mason higher market capitalization ($104 billion USD) initially assured investors of his business’ than all but a few of the largest US corpora- enormous profit potential. However, with an tions. For the moment a winner, CEO Mark inability to compete with larger discounters Zuckerberg’s personal stock was valued at like Amazon, the company has shifted from $19 billion USD. A few days later, Mark even hypergrowth to stagnation, which has left its married his girlfriend of nine years — and let stock at a fraction of its recent worth. the world know by updating his relationship status. It was a perfect Hollywood ending. Is this the beginning of the end for social media, FarmVille-esque games, and internet Unfortunately, cracks appeared and the stock daily deals? Haven’t we all heard and seen it kept sliding. The share price dropped over 30% before with once-hot internet companies like in the first 20 days. Regulators are now inves- Netscape, Napster, LimeWire, MySpace, or tigating the IPO, and more than 40 lawsuits Friendster? They all dominated the market at have been filed. A $100 billion USD company one time, then quickly got trumped. It could just prior to its debut, Facebook is now a $65 be that this is just the nature of the digital 6 Best Global Brands 2012 / Playing to Win on the Digital Frontier
  6. 6. era. The price of entry is low, the growth is skepticism over its business model, but also operates under a different paradigm and If the fundamental need to be connected to quick, and the fall to near-oblivion is swift owing to the fact that there are more stocks reacts to the daily ups and downs, which friends, get daily deals, and play silly games and hard. Or, could it be, at least in the case out there, which is hurting the stock price and only makes it harder for young companies online is still in place, there is hope for Face- of Facebook, that we have a true digital mega- spooking investors. to regain their luster once Wall Street’s book, Groupon, and Zynga, no matter what company that will survive the growing pains, attitude toward them sours. things look like now. The pressure to please find its balance, mature as a brand, and When it comes to Facebook, many are investors will always be there, but whether become a leader of the digital frontier? wondering if its CEO has the chops and matu- Wall Street’s minute-by-minute changing of or not a company survives really depends on rity to grow the social media giant beyond position is out of step with Silicon Valley’s how well it pleases the people who use their What all three of these companies have display ads and master the mobile segment. approach to moneymaking. Wall Street wants products or services. When we at Interbrand in common is no guarantee of long-term Lured by the size of Facebook’s user base, instant results and Silicon Valley takes a say brands have the power to change the growth and a business model that relies on which has allowed Facebook Inc. to build longer-term view. Technological innovation world, we mean that they have the power to “unproven” sources of revenue. Furthermore, a $3 billion-a-year USD advertising busi- takes time to develop and some attempts change people’s lives — making life easier, they all went public at too high a value, ness, ad spending has increased. However, fail — that’s part of the process. In Silicon more meaningful, more enjoyable, more propped up by late-stage money — part of a because of that, companies are becoming Valley, where some of the brightest have convenient and productive. When a brand recent Silicon Valley trend in which promi- more interested in measuring the results of had multiple start-ups and risen from fail- delivers that, consistently — people love them nent investors jump into young companies social media advertisements, which can be ure — it’s the price of success. On Wall Street, for it — and everyone, including investors, just before their IPOs. Unprepared for the hard to quantify. There are also concerns that failure is not an option. gets exactly what they hoped for. scrutiny and expectations of Wall Street, Facebook’s advertising methods are untested issues with the “fundamentals” of all of these or unproven. For brands, social media is a In a recent Wall Street Journal article, Dan Rose, If anything, we need a reality check. Not companies came to light as soon as the first key part of marketing, a way to build brand Facebook’s Vice President of Partnerships, is everyone is running away from Facebook’s earnings reports were released. Challenged awareness. But for investors, the question said to have put the company’s situation in stock. Investors are not overlooking traditional by the transition to mobile, as well as the is: How does all of this translate directly perspective at a company meeting in early metrics. Silicon Valley is still rich with invest- fact that their main sources of revenue are into revenue? August. In an attempt to assuage employees ment opportunities. And some people are dependent on something that doesn’t feel who were worried about the stock price, he making a lot of money right now, even as durable and concrete (“likes” on Facebook), Under similar pressure are Groupon and shared a story from his time at Amazon. The Facebook, Groupon, and some other recent it will be hard for such companies to secure Zynga. Both companies are losing customers. company stock had tanked and, as a father internet IPOs continue to struggle. The the confidence of investors. Zynga, for instance, expected to make just with two young children, Rose became espe- internet, today, is no longer a novelty. In fact, half of what it hoped this year; the company cially concerned about his ability to provide the number of people connected to the Web develops games that have little depth, and for his family. Facing a tough decision with is mind-boggling. So, despite the foreboding Clash of the titans: while people may become obsessed in the no obvious answer, he asked himself, “Do comparisons, 2012 is vastly different from the Silicon Valley vs. Wall Street short-term, the novelty soon wears off and we have the right people in place and is our dot-com era. There is no reason to lose faith. Clearly, Wall Street wants to see results — as they move on. Also, more gamers want to mission worthwhile?” He believed the answer We’re simply in transition. in swift growth in revenue. Silicon Valley play on the go, and Zynga’s mobile games was yes; rode the situation out, and is, venture capitalists, however, are focused on aren’t big hits as of yet. To make matters presumably, better off for it. He asked himself the long term. They take the ups and downs worse, the brand spends disproportionately the same question about Facebook and is of the stock market with a grain of salt and on R&D and SG&A (selling, general, and convinced the answer is yes. In the end, it determine the value of an investment based admin), all of which use up much of what is our collective confidence in a company on what it might be worth in a few years, not profit the company does make, leaving little that keeps it going — which is why brand next quarter. They expect volatility after a for shareholders. management, essentially the management company goes public and believe, especially of perception, is so incredibly important. in the case of Facebook, that the downward One of the difficulties with investing in tech slide in public valuations, while it may have companies is the sheer pace of their develop- Is the bubble about to burst? an effect on private valuations, will ultimately ment. Because they grow so quickly, the — Simon Smith is Interbrand’s be manageable. start-ups’ initial burst generates excitement, It’s true, there are parallels between now and Digital Director of Europe, the which makes investors want to cash in. But the dot-com days. Back then, the stock prices Middle East, Africa & Latin America However, with Facebook and Groupon hitting these businesses can also reach saturation of internet companies soared to dizzying Erica Velis is the Content Editor for new lows, concerns about these companies in their markets extremely fast. It’s hard heights and, as a result, those companies Interbrand’s Global Marketing & in terms of durability and their ability to to figure out when the growth might begin moved faster and with insufficient caution. Communications team grow their business are intensifying — not to slow down, as it inevitably will. Silicon Market confidence in these companies was least of all because of the lock-up expiration Valley, with its risk-taking, start-up culture, high, as was the promise of future profits. on many of the shares that were not on the is more accustomed to the volatility — even Many companies were grossly overvalued. open market during the IPO. Concerns are expects it — and is, therefore, willing to ride Today, things are different — we have the even greater for Groupon, not only due to things out. Wall Street, on the other hand, benefit of hindsight. 8 Best Global Brands 2012 / Playing to Win on the Digital Frontier
  7. 7. Brand Humanity of Olympic Proportions By Lizzy Stallard Every four years the Olympic Games humanity — and did so with positive impact. provide not only the world’s greatest stage In fact, the notion of “brand humanity” was for athletes, but a tremendous oppor- the overriding theme at the Olympics, and tunity for brands to flex their muscles it’s a theme worth exploring. Global personal against their rivals too. When it comes to care giant, Proctor & Gamble, for instance, Olympic sponsorship deals, brands invest took brand humanity to new heights an enormous amount of time, resources, with their “Thank You, Mom” campaign. and billions of dollars. In return in London Celebrating the role that mothers play in this year, sponsoring brands gained access raising Olympians, the campaign taps into to a global audience of 4.8 billion people. universal sentiment by honing in on the contribution that mothers make in raising Now that the Games have ended, marketers successful, well-rounded children. Launched are focused on the tangible benefits brands 100 days before the Opening Ceremony, P&G’s experienced. What we should examine are biggest campaign in the 175-year history of not just immediate, measureable returns, the company was a huge success, with the but also what we’ve gained and learned from supporting brand films garnering almost 15.5 the Games in 2012 — and the implications for million views around the world. There’s not brands going forward. a product brand in sight, yet its emotional power is unprecedented. The real success of Firstly, it’s true to say that the idea of celebrat– this campaign, of course, is that, without ing the human spirit has permeated all aspects explicitly promoting itself, P&G has accom- of the Olympics. This touched London deeply plished what most marketing efforts fall far and radiated out to the rest of the world. The short of: inextricably linking the corporate performance of sponsoring brands must be brand with universal human values like seen in this unique context. A staggering 48% family cohesion, mutual love and support, of the population of London attended an and the dreams of greatness we all have for Olympic event, including many of us in Inter- ourselves and our loved ones. Proving the brand’s London office — and the atmosphere power of this approach, Interbrand studied was indeed inspiring. The feeling of seeing consumer associations with this year’s spon- one’s nation win medals in real time is truly sors in the period leading up to the Games and incomparable. We were also moved by the found that P&G enjoyed the greatest increase immense generosity of spirit from the likes of in brand strength — specifically around values the 70,000 “Games Makers,” the volunteers such as credibility and authenticity. who so generously gave their time at the games. Amazingly, at the Closing Ceremony, In another example, the official oil and gas it was these ordinary people who received the sponsor, British Petroleum (BP), initially greatest cheers of support, perhaps more so kicked off its communications effort by than the athletes themselves. The mood trans– focusing on its functional involvement in the formed in London, especially on the Under- Games, such as fueling the Olympic fleet. ground, where normally even the slightest eye Interestingly, BP promptly switched to an contact is avoided. Yet, during the Olympics, emotional strategy just four weeks before the we let down our guard. Strangers casually Opening Ceremony, when the brand launched struck up conversation around their plans for its “Here’s to the Home Team” campaign in the day ahead — certainly a rarity until we the UK, spotlighting all those involved in caught the fever of 2012. Somehow, the super- the behind-the-scenes activity — from the human nature of the Olympic Games put us groundsmen and organizers to the athletes back in touch with our own humanity. and other sponsors. Through this campaign we once again witnessed a brand celebrating It only seems fitting, given the atmo- the human engine that made the Games sphere, that brands embraced this same a reality. Despite BP’s troubled past, our Best Global Brands 2012 / Brand Humanity of Olympic Proportions
  8. 8. research showed that the brand’s efforts from Visa in its 25-year history as an Olympic aligned well with Olympic values when com– sponsor. The “Go World” campaign was Visa’s pared with other players, such as Dow and GE. most social ever and put customers firmly at the center, allowing them to cheer on the In a similar vein, McDonald’s celebrated athletes through social channels. This is a people with their “We All Make the Games” subtle shift from the Beijing Olympic Games campaign. Personal stories captured via in 2008 where the brand demonstrated its guerilla film crews throughout the Park and support for the athletes. However, in 2012, the wider city center focused on the emotion Visa celebrated the athletes along with its at the heart of the Olympics. The multichan- cardholders. The more inclusive strategy nel campaign allowed spectators to upload seems to have paid off — to date, 59 million photos of themselves getting into the spirit “cheers” have been posted through social of the Games — McDonald’s received 20,000 channels, and the Go World YouTube channel submissions leading up to the Opening has received 47 million views. In hindsight, Ceremony. McDonald’s is also making heroes the level of engagement Visa achieved of ordinary people across other touchpoints, throughout the Olympics is impressive given including in-restaurant. If you’ve walked past the significantly high negative sentiment a McDonald’s recently, you’ll have noticed surrounding the brand at the start of the their mosaic window displays, capturing Games. According to our Brand Playback™ portrait photographs of the real people that tool, which assessed online sentiment, make the brand — from suppliers to employees the exclusivity rights around Visa use were to customers. By capturing, replaying and the main contributor to the dissatisfaction displaying the moments and emotional many consumers felt. responses that make the Olympics so moving and special, McDonald’s celebrated human- Those of us from Interbrand’s London office ity at its best. However, while the brand did, of course, see some brands continue to ultimately succeeded in eliciting a positive push spine-tingling messaging that focused response, the appropriateness of McDonald’s on the might of the athletes in action — such role as an Olympic sponsor has been ques- as the adidas “Take the Stage” campaign, tioned. Our research revealed that 25% of those as well as Omega’s “Start Me Up.” However, surveyed felt that the brand was a poor fit with when we think about the brands that actually Olympic values. The mixed opinions indicate cut through in 2012, the most successful were that many consumers want and expect to see those that resonated with audiences at a far better alignment between the values of spon- deeper level, celebrating the human spirit, soring brands and notions associated with the not exceptional human powers. Olympics, like health and fitness. At this year’s Games, those brands that forged EDF Energy also played into the human side, a connection with their customers did so with but in a slightly different way. The brand humanity, acknowledging the participation capitalized on conversations that undoubt- and accomplishments of everyday people — not edly occurred worldwide as people fantasized just Olympians. Brands that successfully about what it takes to become an Olympic fostered an environment to create customer athlete: “What would it be like?”; “What conversation took home the gold. if?”; “How long would it take me?”. In EDF’s playful UK campaign, two eager technicians A true celebration of the human spirit, it’s “test” the equipment ahead of the Opening no surprise that some are calling the 2012 Ceremony, by taking to the hurdles in the Olympics “The People’s Games.” The success- stadium, swimming a length of the Olympic ful brands couldn't have better tapped into pool, and trying out various other Olympic that ethos. events. We’d all love to have a go, and this clever, yet simple, piece taps into the desire — Lizzy Stallard is the Director or intrigue that all of us non-Olympians have of New Business & Marketing, felt at one time or another during the Games. Interbrand London This year also saw the greatest investment 12
  9. 9. The World’s Toughest Brands: Service brands are some of the hardest to build. Yet greatness is still possible. By Josh Feldmeth The Best Global Brands list rewards out- that join the firm, the greater the business comes. The more economic value you can growth. But leaders have strong personalities drive through your brand over time, the and independent minds. They don’t “do” higher the valuation. It’s “show me the homogeneity or naturally subvert their own money,” and the top 100 brands do just that. point of view in the interest of a shared vision. That’s the paradox: while brands But behind the list lies a secret. While all thrive on clarity and consistency, the thriving brands are judged by the same criteria, some business services company actively acquires brands have it harder than others. And assets (i.e., people) that, by their very nature, services brands may have it hardest of all. reject common thinking. These disadvantaged brands live in a category Great brands overcome the paradox and without tangible products. They have low subsequently scale the brand globally through advertising-to-revenue ratios. They often are a rigorous attention to culture. Accenture’s run by executives who lack marketing exper- culture was founded in St. Charles, Illinois, tise. The responsibility for building culture where every new college graduate hire spent and insuring consistent delivery is distributed the first weeks of their career learning to over sprawling organizations of hard-driving, code while being steeped in Accenture’s independent-minded talent. In the land of cultural DNA. IBM is another example. Its brand building, services businesses must much lauded “Smarter Planet” strategy thrive in rocky soil. has its roots in an internal engagement exercise: its 400,000 plus employees aligned So when a strong service brand emerges from to a single strategy that places them — “I’m an these hostile conditions, we take notice, IBMer” — in the center of the frame. because in their hard-wrought success lies the genetic code of the world’s toughest brands. Cognizant’s approach is to ground the culture in the founding energy of its leaders. “I joined One such success story is the business and Cognizant because of the passion of the lead- technology services company, Cognizant. ership,” explains Painter. “When I met with Since its founding in 1994, the company the management for the first time, I realized has been on a roll. With more than 140,000 it was a team that has been here since day employees and operations in 24 countries, it is one. They’ve experienced remarkable growth. one of the fastest-growing technology compa- Yet, the only thing they were talking about nies of all time. To help us unpack the story, was the next five years: how to grow, how to we interviewed Robert Painter, Cognizant VP expand the brand, how to serve clients better. of Corporate Marketing. His insight reveals They all had the same passion. ” how Cognizant is building a brand with deep roots, an unrelenting vision and a hard-edged The roots of every strong brand are anchored accountability — traits shared by the world’s in its culture. This is where Cognizant’s story toughest services brands. begins: with a passionate leadership team, galvanized around a shared vision for growth and committed to culture. It’s the same for Deep roots in authentic soil Accenture, IBM, and the other big services There is a conundrum in business services brands. It’s textbook stuff really, but for busi- branding: As the business grows, the brand ness services firms, particularly those that are weakens. We call it the Partner Paradox. The growing quickly globally, it’s a very rare and more partners (or senior talent in general) difficult thing. 14 Best Global Brands 2012 / The World’s Toughest Brands
  10. 10. in when the problems became too difficult Unrelentingly relevant for the client’s management teams. We Everyone’s on the bus, but is it headed in the presented to the C-suite. We had the facts right direction? This is a particularly tricky and all the confidence in the world. question in the world of technology. How does the brand ensure that its enduring vision will It’s not surprising, then, that those consistently win in a constantly evolving sec– responsible for building brands within high- tor? Cognizant’s answer is simple: be relevant. performing services organizations often shy away from accountability. They often don’t Again, Painter: “Branding in technology have the data they want, and the management services is one of the most challenging to which they report are experts in business marketing jobs that you can imagine. It all strategy and financial engineering. It can be comes down to a simple term: relevance. daunting. But where others may see a debili- We don’t wake up and say, ‘How do we make tating need for accountability, the world’s the brand better?’ We say, ‘Are we being as toughest services brands see liberation. relevant to our clients as possible?’” Painter says, “I sometimes feel my job is on The most relevant brand will always win. the easier side. I’m blessed with management It will be chosen more frequently, given a and a board that is clear about the strategic premium, and recommended to others. direction, and how we are going to be rele- Yet in the world of technology, what is vant for our clients. As a marketing executive, relevant today may not be relevant tomorrow. this is a real luxury.” Cognizant’s response is a brand proposition that doesn’t anchor on something that is Painter may feel his job has relative advan- relevant — smartest consultants, best price, tages, but he certainly hasn’t taken the most flexible, most global, etc. Rather, they easy path. aim simply to be the most relevant. He’s documented a brand journey, a step- It’s a positioning masterstroke. It’s simple, by-step road map for building the brand memorable, and animating for the organiza- between now and 2015. Each milestone tion. It’s guaranteed to drive revenue and can be measured quantitatively. And while profit. And it demands the best from the other brands have similar road maps, what’s culture: vigilance to client needs, flexibility, unique about the Cognizant brand team is open-mindedness and restlessness for future their insistence on being held accountable by work. This is strategy in action; a living brand the organization. positioning that exists in the client experience, not in the brand strategy presentation. Painter finds this accountability liberating. “These aren’t metrics we keep within corpo- SAP is the classic example of the case. Since rate marketing. We go to great lengths to 2000, the brand has been anchored to the share our goals and performance against purpose of “turning businesses into best-run them with the management team and the businesses.” For a company selling software, board. Quantitative measures are the key. It nothing could be more relevant. And they makes the conversation with the CFO easier haven’t wavered, continuing to build around with quarterly return on investment. We a core proposition year after year. In an have nowhere to hide, which I find industry where “what’s hot” changes by the very reassuring.” hour, these brands are unrelentingly focused on what will be relevant for clients, forever. — Josh Feldmeth is Chief Executive Officer, Interbrand New York The freedom of accountability I used to work for a large management consultancy, and I loved it. We were called 16
  11. 11. Citizens All: The New Rules of Corporate Citizenship By Tom Zara and Peter Cenedella The markets in which brands operate are through 2009, however, BP held down respect- increasingly transparent and fast-moving, able spots in the ranking as its brand strength with greater public visibility into corporate grew in large part on the increasing credibility practices and robust platforms for public of the company’s “Beyond Petroleum” claims reaction. The relationship between compa- to green, which had helped them make deep nies and their target audiences is less and and highly visible inroads into American less one of broadcast and image control, markets. Its continuing, lengthy, and decisive and increasingly about engagement and fall from brand grace should not merely be participation. “The wisdom of the crowd” seen as an inevitable by-product of the spill. It is applied to everything from such brand stems much more from the ethos and values staples as naming and logo design to of the BP culture, and its failure to perform business basics like product development. under the disaster’s scrutiny. The bottom line Clay Shirky aptly titled his influential 2008 for BP was that it was seen as dissembling, tome on the digital revolution Here Comes deflecting blame, and deceiving; it delayed and Everybody. Just four years later, it’s safe deferred taking responsibility, and it allowed to say that when it comes to the life of others to drive the story. BP’s response in the corporate brands, everybody is, by now, media — including social media — stands as very much here. a case study in how a PR disaster can quickly turn into a lasting brand disaster. And everybody isn’t just passively watching, of course. Consumers are expecting to see So what’s a brand to do in the interest of build- not just great products and services from the ing customer relationships and earning the brands they choose; they also want to feel respect, trust — and love — of its audiences? that the brands they love are, in fact, worthy of that love. Brands are strong presences in Contrast BP with Nike (#26 in our report). our lives, deeply ingrained and abiding parts Once a poster child for sweatshops and a of our emotional, mental, and physical expe- target of international labor and human rights rience and environment. So while the new activists, Nike has completely averted brand interactive dynamic between brands and disaster and is enjoying its sixth consecu- consumers is inherently filled with perils for tive year on Corporate Responsibility magazine’s brands, it is also replete with unprecedented annual ranking of the best corporate citizens, opportunities to fulfill people’s desires — and receiving high marks for its transparency, its even create some in the process. environmental policies, and — most impor- tantly — its human rights performance. In This is why Corporate Citizenship is at the the decade since Nike became, fairly or not, forefront of the life of brands as never before. a symbol of all that is wrong with global How brands negotiate this razor’s edge of risk outsourcing, one is more likely to see an and reward in the new crowd-driven, digital, activist wearing Nikes than bashing them. everything-at-once world will determine their Why the turnaround? strength, health, and wealth. Nike did two things: It simply owned its behavior, and then it got to work changing A tale of two brands it for the better. Case in point: British Petroleum (BP) is not among Interbrand’s Best Global Brands 2012. This tale of two brands — one an annual fixture No surprise there; this marks BP’s third in our survey, the other still reeling from its straight year in brand rehab following the 2010 mishandling of a bad situation — is instruc- Deepwater Horizon oil rig disaster in the Gulf tive of the new role of corporate citizenship. of Mexico. The three prior years, from 2007 Today’s corporations face a stark choice in Best Global Brands 2012 / Citizens All
  12. 12. these increasingly transparent times: develop high tech that blurs the traditional work/life and — crucial for countering the PR effect — From the C-suite down, Western Union evolved and implement strategies to carve out a mean- balance. They therefore feel entitled to demand the authenticity of corporate claims of its traditional philanthropic efforts to align ingful presence as a corporate citizen in an that companies reflect their own values. To environmentalism. its foundation’s focus with the company’s engaged world, or run the risk of seeing your recruit the best of this generation, firms are core business. Not without risk to the share brand value erode and your business suffer. finding they must be responsive to Millennials’ A negative gap occurs when a brand fails to get price, the company’s CEO committed to the Billions of dollars of brand value are tied to desire to work for those companies that not credit in perception for its performance. These approach, culminating in an address on behalf various forms of corporate social responsi- only produce a better widget, but also do brands are not seeing the full return on their of immigrant concerns to the United Nations bility — Coca-Cola, IBM and Microsoft alone something more positive for the world. Corporate Citizenship investment. That’s why General Assembly. No half measures there. routinely have close to USD $4 billion engaged it’s critical that companies find ways to tell With a footprint in 200 countries and what in social programming among them. Metrically speaking, Corporate Citizenship, in the story of who they are, why they choose to Chavez D’Angelo calls “some understanding our view, can be ranked as a measurement of engage as they do, and how they are having an of marketing and an understanding of working Interbrand has focused on advising our clients how a company interacts strategically with six impact in doing so. with various cultures, Western Union ” how to ensure that their citizenship dollars are critical constituents that depend upon it, and has aligned its business-side policies and its well spent. And the short answer is: It’s about upon which it is dependent: its employees, its A positive gap occurs when a brand receives too foundation’s efforts. more than the spend. It’s about the credibility customers, its suppliers, the government(s) much credit for its performance. These brands of a company’s culture of citizenship. responsible for both regulating and assisting run the risk of losing the valuable credibility The trends will only accelerate in the years it, the communities in which it does business, they have gained with consumers. It’s critical ahead: to interactivity, to consumer participa- and the larger environment it shares with the that the story a brand tells across platforms tion, to instantaneous reaction, and real-time The changing face of whole planet. about its social engagement is not a PR job or multi-platform dialogue between brands and corporate citizenship a brandwash. The story needs to show in every their audiences. Companies seeking a market Corporate citizenship goes deeper and is In both our research and our client work, we facet of its narrative that engagement is rooted edge need to compete not only in the arena of fundamentally different than older notions of have found that, first, consumer perception in the brand’s business, its sense of purpose as products and services, but also in the wider corporate social responsibility (CSR). CSR tradi- of a brand’s performance in any one of these an organization; rather than an add-on, world. Your social engagement could be a key tionally implied a separate body nominally six dimensions has a positive impact — a corporate citizenship efforts need to check determinant of where you rank in the coming within, but functioning apart from, the core halo effect, if you will — on the other five the box of authenticity. editions of the Best Global Brands. organization, such as a foundation, that took dimensions. This is good news: it gives action in the social arena and may have borne companies license to laser-focus on an aspect This is a net positive, because it frees brands to little discernible relation to the company’s of social engagement that suits their brand pursue social engagement in ways that boost larger sense of itself and its reasons for being in identity, and they can expect to see returns in the bottom line by aligning so clearly with business. CSR too often smacked of doing the perception as a result. Second, we have seen their business mission and values. right thing out of duty, reducing risk of non- that the ROI on this approach is real, and tends compliance, sundered from the bottom line, to trend higher long-term than the ROI on the One of the best current exemplars of this separate from the profit motive, unrelated to more traditional CSR approach. approach is Western Union and its “Our an organization’s fundamental raison d’etre. World Our Family” program, which helps If doing good for the sake of a PR bump or to immigrants and their families worldwide. Closing the gap keep the regulator at bay was the hallmark of Much of the company’s profits come from — Tom Zara is Executive Director CSR in recent times, then the new opportunity There’s a potential sinkhole in the market, its money transfer payments business, and of Strategy, Interbrand New York & for companies may be summed up in a simple waiting to suck value away from brands. It’s much of that business consists of immigrants Global Practice Leader of equation: Doing good by doing what you the gap that can open up between a company’s in the US, many of them from Latin America, Corporate Citizenship do best yields greater value. Great corporate actual corporate citizenship performance on wiring money home to assist family members Peter Cenedella is Creative Copy citizens leverage their expertise in the market- the one hand, and the public perception of in need. As Luella Chavez D’Angelo, Western Director, Interbrand New York place to solve the world’s challenges while that citizenship, on the other. Union’s Senior Vice President for Global gaining credibility and driving consumers to Corporate Responsibility, puts it: “We take choose them over the competition. This year Interbrand, in partnership with this audience and consumer base very seri- Deloitte, measured the Best Global Green ously. We know we have a responsibility not Corporate citizenship, then, is the perception Brands — in part by assessing the gap — posi- only to watch after their cash as a leader in people have of a company’s positive contribu- tive or negative. To gauge performance we global payment services, but we’re moving tion to society, which is a key component of measured six elements of sustainability: that money for very important, impactful that company’s standing in the market and governance, operations, transportation and reasons: to get food on the table, to buy school its brand value. Such perception also has logistics, stakeholder engagement, supply supplies, to pay the bill that maybe is much a tremendous impact on the HR function, chain, and products and services. For percep- harder for them than for you and I to pay.” hiring, and retention. Millennials, for exam- tion, we examined differentiation, presence, ple, have come of working age with a level of relevance, consistency, understanding, 20 Best Global Brands 2012 / Citizens All
  13. 13. physical spaces and places, internal culture intelligence) could create a whole new world of The Future of Brand Building and communications. Companies like Apple marketing for us to explore, where my digital By Jez Frampton have already set customer expectations and it me would browse for me, bring things for me doesn’t matter if you are a bank, a business to see, explore social opportunities, and save The last five years have been marked by B2C toward B&B and B&C. This presents consultancy, a retailer, or a hotel chain, the me from ever having to go and buy socks again. economic crises, sending businesses running new possibilities for brand building via message is simple: Join up! for cover and searching for answers. The innovation, interactive experiences, and This may well still be a leap, but the cost/ immediate response for many was to attack communication inside and out. Whilst the solution may seem simple, sadly, benefits are worth considering. Consumer the “supply-side”: trim the supply chain, the barriers frequently come from within: silo trends point to greater reliance on the Web, seek internal efficiency, and attack costs. But The rise of social truly changes communi- mentalities and politics. The opportunity is to and we all have busy lives nowadays! Why the brutal truth is that in recessionary times cations — more dynamic, and one-on-one deliver seamless experiences across the silos, not delegate a little (or a lot) to a digital self? competition becomes even more intense, and customer interactions are becoming possible combined with creative curation to ensure The technology is already in existence and this strategy has diminishing returns. Five by combining “big data” with key develop- high quality and innovative expression. The the possibilities for marketing are endless. years in, the mantra is shifting towards the ments in artificial intelligence (AI). This role of digital experiences within this holistic demand side of the equation. accelerates the dynamic nature of adver- world cannot be underestimated, and it seems Certainly all of the above trends and conjec- tising on the Web; conversations are now clear that the potential of digital to augment, tures point to incredible opportunities for Driven by ever more demanding customers, “managed” via a combination of AI and extend, and create whole new interactions will those building brands, through communica- pushed by emerging market competitors, and human inputs. continue to shape companies. tions or otherwise. They also pose significant inspired by companies like Apple, many busi- threats: can brand owners change their struc- nesses are re-discovering the power of cre- But do all these conversations mean the end The primary role for digital is to act as the tures and behavior towards faster, flexible, ativity and design, increasing investment in of image building? Recently, a high profile glue, both joining together the many frag- more holistic ways of working, reducing silos innovation, and trying to better understand tech CMO asked me if we needed brand posi- mented elements of an experience chain, and increasing innovation? Can agencies and how brands drive their business. In short, we tioning in a world where opinion shifted from and providing a basis for on-going commu- consultancies adapt their skills to personal- are entering a new age of demand; no longer minute to minute. My answer pointed to the nications and interactions with customers. ized, dynamic demand management, with a about latent, passive consumption, but about importance of context. Every message from Despite the fact that digital should become heavy emphasis on digital, crowdsourcing, dynamic, connected, and active markets that a brand is viewed in the context of that brand: central to building relationships with and creative curation? drive competition and, ultimately, success. its market position, personality, values, customers, many businesses still treat it as a competitive stance, etc. In other words, it promotional or idea-generating tool, rather One thing is certain: within this complex Given this, we believe brands will play an shapes the way we interpret the message, and than a means to enhance, augment or create world, the focus provided by a well-defined increasingly important role. Over a decade in a world where our communication with new ways to interact. and executed brand will become ever more ago, The Financial Times classed brands as the brands is increasing exponentially, a clearly important as internal/external beacons of ultimate source of sustainable, competitive defined brand becomes even more important. direction, purpose, value-creations, and Digital permission advantage. This August, The Economist stated experience. that branded businesses enjoy margins double Seth Godin pioneered “Permission Market- Choice is changing that of their counterparts, with greater levels ing, a shorthand for understanding the ” of loyalty. It’s clear that in this increasingly Recent papers published by McKinsey in the boundaries for brands in a world where competitive world, well managed brands Harvard Business Review, and by Interbrand in customers are in control. We believe the next drive profits, so it’s logical to expect greater Fast Company, illustrate that the two key driv- step along this curve will be the notion of degrees of innovation, sophistication, ers of brand value, choice (role of brand) and digital permission: the granting of rights by creativity, understanding, and, of course, loyalty (brand strength), are both significantly customers within the digital world. accountability to a forensic level of sensitivity. affected by the post-digital world. Purchase decisions are becoming more fluid, better Remarkably, Levi’s saw this coming a full informed, and dynamic. There is always some- 13 years ago. They created a fitting process The rise of the conversation one a “step ahead” of you, and easy access to involving a laser body-scan to create personal- One of the biggest challenges facing the other user experiences and long-term opinions ized jeans. The core idea, however gimmicky marketing world over the next 10 years will affects the assumptions of loyalty. Both of the execution, was groundbreaking: that be the increasing importance of the conversa- these trends provide significant opportunities one could have a truly digital self. My digital tion. The Cluetrain Manifesto (Levine, Locke, for marketers, and brand experience holds the me: a perfect scan of my physical being fused Searls & Weinberger, 2000) defined markets key to maximizing the opportunities. with attitudes, purchasing behavior, likes, as conversations between companies and dislikes, interests, even connected to my ever- — Jez Frampton is Interbrand’s Global customers — a conversation that has since expanding social network. Chief Executive Officer Holistic — the new mantra expanded between customers. We believe that great brands are “business These aggregated images (made possible by At Interbrand, we see interactivity among strategy brought to life” delivering a seam- big data, superfast networks and artificial customers and business shifting B2B and less experience across product and service, 22 Best Global Brands 2012 / The Future of Brand Building
  14. 14. 01 Best Coca-Cola Global + 8% 77,839 $m Brands 2012 Coca-Cola. A name that is more universally association in the minds of billions. Through its recognized than any other in the world. That’s consistent presence at the Games, Coke, a the power of Coca-Cola’s brand. Some will say it’s sponsor since 1928, continues to build its brand the flavor, but for millions, it’s the way Coca-Cola strength, reach, and impact every time the makes them feel. A brand that’s always evolving, Olympic torch is lit. Coke’s brand promise of fun, freedom, and refreshment resonates nearly everywhere. The Yet, despite its enormous size, Coca-Cola has company excels at keeping the brand fresh while proven to be nimble, flexible, and innovative, maintaining a powerful sense of nostalgia that adapting to local markets and new eras without unites generations of Coke lovers and reinforces diminishing its legacy. The brand continues to consumers’ deep connections to the brand. Its embrace digital, expanding its impressive online edgy campaigns continue to push boundaries, presence and engaging with consumers via its and Coca-Cola reinforced its values through “Coca-Cola Music” promotion. Also progressing celebratory promotions relating to its 125th-year in the area of corporate citizenship, Coca-Cola anniversary (“Sharing Happiness”) and the gained accolades for its advanced water recovery London Olympics (“Move to the beat”). system this year and received high ratings for employee diversity and sound workplace policies Though Coca-Cola sold millions of beverages on for LGBT associates. In a bold collaborative move the Olympic grounds in London this year, the with musical artist will.i.am, Coca-Cola has also brand’s real returns have come from global launched the EKOCYCLE brand, a stand-alone viewership. According to a survey released in July initiative that encourages recycling and sustain- by Research Now, Coca-Cola scored over 90% in ability among consumers through lifestyle brand awareness among respondents from the products made in part from recycled material. US, Canada, UK, France, Germany and Australia. Coca-Cola may be 126 years old, but with more One of the few marketing platforms that are than 50 million fans on Facebook, 1.8 billion Coke relevant to a global audience, the Olympics have products consumed daily and 3,500 beverages in allowed Coca-Cola to solidify a powerful its diverse portfolio — Coke’s still got it. 24 Best Global Brands 2012
  15. 15. ADJUSTED FOR LOOKS 02 03 Apple $7.1b $29.0b IBM $7.9b $17.2b $7.4b $30.0b $30. + 129% $3.7b + 8% $3.8b $4.0b $4.9b $5.1b 76,568 $m 75,532 $m Audi BMW Ferrari Ford the US-based multinational technology IBM, Harley-Davidson Honda Hyundai made fromMercedes-Benz Kia natural materialsNissan that have set Porsche the Toyo company, has consistently ranked as one of the world record for PV solar-to-electric power top world’s most innovative, profitable, and sustain- conversion efficiency. Despite effective brand riser AUTOMOTIVE able brands — and it is still operating at full speed. performance in the past year, revenue in the IBM continues to reinvent itself to meet ever- second quarter of 2012 was weak, especially in changing marketplace needs, turning its attention business services. Consequently, investor concerns to emerging markets, big data analytics, and arose when profits goals were met via cost-cut- Few companies have captured our imagination, record highs across developed and emerging cloud computing. Smarter Planet, IBM’s ground- ting. However, it is expected that the brand will inspired such devotion, and revolutionized the markets and, not surprisingly, Apple enjoys this breaking business strategy, continues to drive new more than deliver in the third and fourth quarters, way we live quite like Apple. While we may year’s biggest increase in brand value — an product and service development, employee much as it did in the first quarter of 2012. Though $5.4b $4.0b $3.8b $11.2b $4.2b $4.0b assume it’s the products that define Apple, it’s astounding 129%. Increasingly associated with engagement, and corporate citizenship. It remains perceived as leading edge compared to its competi- really a certain kind of thinking, a certain set of the luxury sector, Apple now produces items that a textbook example of how to create, build, and tors, to stay ahead, IBM must make sure it values, and an unmistakable human touch that consumers feel they must own to fit in socially. A deliver a world-leading business-to-business continues to deliver big, thought-provoking pervades everything Apple does — which is why feat once pulled off by Nike, transforming the brand. This year, among other innovations, IBM innovations and maintains its rich legacy of our connections to the brand transcend commerce. sneaker into a coveted object with a high price researchers developed Kia Facebook Mastercard low-cost photovoltaic cells Pampers Prada Ralph Lauren world-changing technological advancement. tag, Apple’s iPhone and iPad have achieved The response to Steve Jobs’ death last year proved similar status. The Nike model — a golden age of NEW ADDITIONS how deeply millions connect with Apple on an emotional level. In a world where consumers are dominance, before relaxing into a complex market sector — may signal the future of Apple, if 04 oftentimes overwhelmed with information, the it’s not careful. The market may move on if Google role a brand plays in people’s lives has become all Apple’s products cease being a differentiator of + 26% the more important to ensuring a business’ class, taste, or cool, but that doesn’t appear to be 69,726 $m overarching success. Nobody understood this happening any time soon. ADJUSTED FOR LOOKS better than Steve Jobs. He simplified the complex, While opinions are mixed on Google+ and Google’s competing mobile operating systems. Still, Google democratized technology that was once out of Despite the fact that he was terminally ill, Jobs other various innovations, overall, the search faces stiff competition from the likes of Apple reach, and built a brand so powerful that it forever reportedly worked for more than a year on the giant has had a productive year. With minimal and Microsoft. Google+ has failed to muscle in $5b $11b changed the way consumers think of brands. products he believed would safeguard the room for growth in search engine market share, on Facebook, and Google Buzz was closed. The company’s future. Not only was he overseeing Google continues to transform itself into a broader $4b $3b company also needs to build trust among consum- $4b $4b Jobs recognized that a brand is so much more the development of the iCloud project and IT company. New products and services include ers following online privacy concerns, Oracle’s than a logo. He instinctively knew that his masterminding updated versions of the iPod, the Project Glass augmented-reality head-mount- allegations of copyright infringement, and the customers needed to feel a certain way when they iPad, iPhone, and MacBooks, but Apple sources ed display, Google TV, as well as Google Drive, a EU’s antitrust lawsuits. Despite these challenges, picked up an Apple product, when they entered have divulged that he also ensured at least four cloud computing service, not to beMastercard Facebook Kia confused with Pampers Google’s revenue has soaredLauren Prada Ralph this year. The an Apple store, or when they visited the Apple years worth of products were in the pipeline. its efforts to build a self-driving car. The company, promising Motorola Mobility acquisition and the website. He knew that a strong brand should Additionally, the historic patent battle between known for making bold bets, acquired Motorola strength of new and improved products have envelop the entire business strategy and posi- Apple and Samsung has recently come to an end, NEW ADDITIONS Mobility, along with a slew of its patents, which fueled an impressive 26% increase in brand value, tively influence the entire employee base. He also with the verdict largely favoring Apple. A decision could help Android fight off companies with on top of a similar increase last year. recognized that a brand is what connects a that’s likely to ripple across the entire smart- business with the hearts and minds of consum- phone industry, the verdict has strengthened ers. Simply put, Steve Jobs understood that a Apple’s design identity and will presumably send brand is uniquely capable of humanizing a copycat competitors back to the drawing board to Top risers of 2012 business — and that is precisely why so many of avoid a design infringement lawsuit. Apple Amazon Samsung Nissan Oracle us are Apple ambassadors today. 129% 46% 40% 30% 28% As Steve Jobs himself expressed when he Steve Jobs also understood the importance of a regrettably stepped down as Apple’s CEO, “I smooth transfer of power, which is why Apple believe Apple’s brightest and most innovative 2012 maintained its momentum throughout 2011. days are ahead of it.” And if the numbers, the 2011 After launching the iPhone 4S and iPad 2, both legacy, the potency of the brand, and recent strokes went on to crush even the most optimistic of fate are any indication — it may indeed be a expectations. This year, earnings again reached long time before the bloom wears off this Apple. 26 Best Global Brands 2012 TOP RISERS OF 2012
  16. 16. 05 07 Microsoft McDonald’s – 2% + 13% 57,853 $m 40,062 $m Still one of the world’s most recognized technol- relationship with its current consumers and McDonald’s, the leading global foodservice employees, building energy saving and waste ogy brands, Microsoft has found itself in a attract new ones in the process, Microsoft has retailer, stands out because of its exceptional reduction into staff incentives. Demonstrating its bit of a holding pattern in 2012, reporting been making inroads into the healthcare market, brand management, significant global presence, commitment to brand development, McDonald’s soft growth compared to Google and Apple. serving 22 million users on Live@edu, and leadership in sustainable practices and admirable is repositioning itself to appeal to a broader In particular, there has been weak computer pushing Xbox (the number one selling game approach to consumer engagement. McDonald’s audience, particularly by redesigning its outlets demand as consumers switch to tablets and console in the US). The software giant is also has more than 33,500 restaurants in 119 countries and making them more modern, comfortable, try out Windows 8, the newest version of the focusing on business users, an area where its and the Golden Arches continue to expand, most and upscale. The McCafé experience is another company’s flagship operating system (OS). competitors tend to be weak. Additionally, notably in Asia. The company deftly manages example of McDonald’s flexibility and its efforts Attempting to combat Apple’s lead in the tablet Microsoft worked hard to insulate itself against its franchise model, delivering a remarkably to appeal to a broader group of customers. On market, Microsoft has promised a revolutionary the economic slowdown while building key areas consistent customer experience while still the digital front, McDonald’s “Make Your Own OS that represents the convergence of technolo- of its business, and, in August, the brand allowing for locally relevant menu and service Burger” campaign in Germany and the gies along with a consistent, bold cross-platform launched a refresh of its corporate identity. variations (such as home delivery in India and Netherlands used crowdsourcing to generate new look and feel. The technology world has had Microsoft also pushed into the hardware market China). The company is also working to respond recipes and promotions. The campaign created unprecedented access to the development of with its own Surface tablets and into the to critics by increasing the number of healthy significant digital buzz and positioned the brand Windows 8. Its success would catapult Microsoft competitive fray — the global market for con- menu options and effectively communicating its as a digital innovator, helping to further build forward and revitalize the entire PC ecosystem. verged software/hardware ecosystems. This move sustainability efforts to both customers and the brand’s strength. In an effort to establish more of a human will likely define the brand’s future. 08 06 Intel GE + 12% + 2% 39,385 $m 43,682 $m For Intel, the last year has been filled with change, technology of the future. From putting an As was the case before the dot com bubble, the been squarely on asserting its global leadership big bets, and the continued quest to remain at the anthropologist in charge of the Interaction promise of emergent technologies can sometimes role. GE Works appears to be working. Growth in forefront of the ceaseless computing revolution. and Experience Research group, to bringing in feel a bit vague. As the market swooned over its energy infrastructure business, a healthy The rise of the smartphone, and the shift from executives from Apple and the BBC to guide social networks, the mobile media revolution, outlook in industrials, and a revitalized GE “the era of computers to the era of computing,” their entry into smartphones, tablets and home and the all-knowing cloud, GE pulled the ulti- Capital demonstrate that the company can follow has made it hard for the brand to stretch from entertainment, Intel is shifting from a technol- mate trump card. In 2012, the brand launched GE up on its big bets in green technology (ecomagi- the processors for PCs and servers for which it is ogy first mindset to one of user first. The results Works, an integrated communications platform. nation), healthcare (healthymagination), and known, into a broader set of technology offer- are already rolling in. After years of talking about With gripping imagery and stories of meaningful the industrial internet. GE also served as a ings. While marketing efforts like the Creators entering the smartphone space, Intel finally human outcomes, the campaign reasserted the sponsor of the 2012 London Olympics. And as Project, staged in conjunction with Vice, and a cracked the market, launching Intel-powered brand as the world’s maker of “real” things — some of the “can’t-miss” tech brands start to look host of smaller, targeted marketing programs smartphones around the world. Even in its PC from job creation in the manufacturing sector to a little light, GE is reminding the world how are making the brand more accessible to the and server markets, Intel is changing its tune, advanced healthcare technologies, GE’s focus has imagination really works. next generation of consumers, the drive towards delivering a broader experience beyond just greater relevance isn’t just a marketing one. performance. Time will tell whether Intel can Intel’s response has been to push consumer remain ahead of the tide of change in computing, understanding into everything that it does — but if early success and internal changes are any hiring new leaders, and promoting from within indication, Intel will be a brand to look to for to help bring a more user-centric attitude to years to come. how it goes about defining and building the 28 Best Global Brands 2012
  17. 17. 09 11 Samsung Mercedes-Benz + 40% + 10% 32,893 $m 30,097 $m There may be no other vehicle that exudes class than 125 years, Mercedes-Benz continues to and luxury quite like Mercedes-Benz. In the respond to a market that is quickly shifting minds of many people, it is still the brand that in favor of green technologies. Setting new says, “I’ve arrived.” Its long heritage of excellence efficiency benchmarks, Mercedes-Benz also in engineering, performance, styling, and safety boasts the most economical luxury class model was dramatically underscored in 2010 by the in the world: the E 300 BlueTEC HYBRID. resurrection of founder Gottlieb Daimler’s Mercedes-Benz’s commitment to innovation top riser guiding motto, “The Best or Nothing.” Laying the is also evident in the development of forward- groundwork for further growth, the striking looking technologies like its F125! concept car, campaign reached millions and gave sales a essentially a blueprint for the future of significant boost. Building on that success, this luxurious, emission-free vehicles. Additionally, year’s confident “A as in Attack” campaign is now Mercedes-Benz is increasingly leveraging its Samsung is one of the biggest successes of 2012, Furthermore, Samsung’s sponsorship of the fanning the flames of desire for the new A-Class AMG brand to add driving-performance creden- marked by a meteoric 40% rise in brand value. London 2012 Olympic Games, and in particular lineup. Together, with the new B-Class and tials to the masterbrand. Constantly defining In a market competing to create convergent the Torch Relay, has raised brand awareness, further model variants based on the same vehicle new milestones in terms of vehicle drive ecosystems of internet-enabled household with 14 million people judged to have seen its architecture, the A-Class is expected to be an systems, safety, comfort, design, and sleek devices, its smartphone sales have led the way to branded bus in the UK. Online buzz was also important driver in the Mercedes-Benz growth aesthetics, Mercedes-Benz continues to live a strong position over competitors. With 19.1% driven by prominent roles of the Galaxy SIII and strategy going forward. A pioneering brand that up to its promises of fascination, perfection, market share, Samsung became the global leader Note smartly integrated into the Opening has been shaping the future of mobility for more and responsibility. for smartphone shipments in 2011 ahead of Apple Ceremony. Looking to the year ahead, Samsung and Nokia. From this bumper position, the next continues to fulfill its corporate philosophy as year holds promise of greater expansion. Samsung has announced plans to sell its own Microsoft well as its vision — “Inspire the World, Create the Future” — through its aspirational branding 12 Windows phone and a series of Windows 8 project and commitment to bringing “new and BMW computers, to sit alongside the new Galaxy SIII meaningful innovations” to the global market- + 18% and Note. This will help it further connect place. Despite setbacks around the recent patent 29,052 $m Samsung mobile devices with home devices, such trial with Apple, the company goes into 2013 with as TVs and washing machines, to create a a strong stance in the market and a determined Synonymous with class, performance and style, “Future Retail” program. The stores represent the consistent user experience as the brand grows. vision to become one of the top five brands by 2020. BMW remains a leading premium brand in the first step toward a new generation of brand automobile industry and continues to appeal to a experiences. Never short on innovation, BMW is 10 wide host of target groups around the world with also poised to introduce, the i series, which over 11 million Facebook fans, more than most promises to bring new excitement and attention other auto brands. The key success factors are to the electric vehicle market. Despite this stellar Toyota + 9% BMW’s handling characteristics, design, and performance, BMW, the best selling luxury car in 30,280 $m innovative thrust of the brand. As the official the US in 2011, is locked in a battle with Mercedes- automotive partner of the London 2012 Summer Benz for the same honor in 2012. The much The resilience of the Toyota brand seems to have consumers. The brand has intensified its Olympics, BMW provided over 3,000 vehicles to anticipated addition of all wheel drive to the closed the chapter on sudden acceleration and incentives push and reduced its fleet sales. This the games, successfully demonstrating its redesigned 3-series may prove to be the extra gear helped the carmaker in reclaiming its global helps customers find a good deal while also mastery of global brand management and further that BMW needs to take the lead. leadership position. Toyota’s Prius customers holding the line on the resale value of their unifying its positioning worldwide. BMW is continue to deepen their connection to the Toyota vehicle. While relying on incentives will determined to set new benchmarks in the portfolio. At the same time, the Prius lineup is undermine the brand, overall spending remains dealership experience, opening brand stores in creating an influx of new customers to the Toyota among the lowest in the industry. Europe London and Paris this year as part of BMW’s brand. And thanks to the generous subsidies and continues to be a challenge for the brand, but, reduced taxes on cleaner cars, hybrids are a clear overall, management will be focused on evolving differentiator for Toyota, so the Prius portfolio its messaging and communications while continues to grow. In addition to showing solid reinventing a maturing brand with more stylish numbers with repeat customers, Toyota is and better-looking vehicles. strengthening its appeal with younger 30 Best Global Brands 2012

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