Media prominence, defined as the weighted volume of media mentions, accounted for 27% of differences in brand value among the top 100 brands according to Interbrand. Media prominence was more strongly correlated with brand value for high-involvement products that require more consumer research compared to low-involvement impulse purchases. Specifically, media prominence accounted for 48% of differences in brand value for computing brands. Advertising expenditures were more strongly correlated with brand value for low-involvement brands. The results suggest that media prominence plays an important role in differentiating brand value, especially for high-involvement industries like technology.
How B2B companies talk past their customersAdfactors B2B
The document summarizes research that found a gap between the messages that B2B companies use to promote their brands and what characteristics customers actually value. The research examined the branding of 90 large B2B companies and surveyed over 700 customers. It found that themes like social responsibility and sustainability, which companies emphasize, have little influence on customer perceptions of brand strength. In contrast, themes important to customers like specialist expertise and supply chain management were rarely mentioned by companies. The document concludes by offering three questions for companies to evaluate how well their branding aligns with customer needs.
Studying the Link Between Volume of Media Coverage and Business Outcomes. Udit Joshi
My study is based on exploring the Link between Volume of Media Coverage and Business Outcomes. The main purpose of this study is to gather and classify the varying factors used in marketing mix modeling, and to look at how public relations is represented therein. Only a few studies albeit have actually been published on the topic within industry literature lacking especially in the Indian context. I would also like to bring upon the issue of Online Media an emerging area for marketing mix modeling which is of particular interest to the practitioners for measuring public relations through websites and consumer-generated media.
Understanding how news and advertising interact is important, from two perspectives. From a business management perspective, this understanding would enable a company to develop optimally-effective integrated communications plans and to allocate resources appropriately. From a theoretical perspective, there is the promise of deepening our understanding of how people integrate messages received from different forms of mass
communication.
While this study focused on how the volume of media coverage relates to brand value, reputation in the media is often a greater predictor of brand value and business outcomes such as sales. In industries that involve more research before purchases are made, the editorial content that results from PR can account for nearly half of brand value.
In industries that exhibit a stronger link between media coverage and brand value, managers in these product categories need to pay special attention to the way the brand’s value is impacted by its communications activities.
‘Earned media’ that results from public relations efforts may be more important than advertising to brand value, especially for companies that sell feature-rich, high-involvement and complicated products such as consumer durables. Findings from the study reveal that industries that sell high involvement products - where a buyer invests time and effort in deciding what to buy than buying by impulse.
Public Relations could be used as a powerful tool to draw customer attention. A timely and topical issue can be news that drives media coverage, getting the company’s name or brand more visibility.
Objectives
As a researcher I delve into the following spheres:
1. Constituents of Brand identity and role of PR in Brand identity
2. Reaching your direct customer through PR with stress on online PR efforts.
3. Empowering customer to make an informed decision.
4. Helping customer research the product at the information seeking stage of the buying decision model.
5. Trust has become a major issue in the post-bubble business world. Relationship building protects a firm’s long-term competitiveness.
This document discusses business branding and how branding affects business customers. It provides examples of strong brands that appeal to both consumers and businesses, such as Microsoft, Siemens, GE, Allianz and MasterCard. The document discusses the importance of branding in B2B decisions and provides industry snapshots on how branding functions in different sectors like banking/insurance, chemicals and IT. It also provides examples of strong branding strategies from companies like IBM, DHL and American Express.
Undergraduate Major Project Lauri KarvonenLauri Karvonen
The document provides a literature review on customer loyalty in e-commerce. It discusses key concepts like the importance of developing customer loyalty and retention strategies, how satisfied customers differ from loyal customers, and factors that influence loyalty like value, trust and emotional attachment. The review examines approaches from companies like KPMG and PwC on developing loyalty through omnichannel experiences, social media, and loyalty programs. It also discusses challenges in creating loyalty online and the need for personalized service and communication across channels to build strong customer relationships.
This document discusses a study that examines the relationship between relationship marketing and bank performance in commercial banks in Southwestern Nigeria. The study uses a questionnaire to collect data on direct marketing, internal marketing, relationship quality, relational benefits, and bank performance indicators from employees at branches of commercial banks in three states. Regression analysis is used to analyze the data and determine the impact of the relationship marketing factors on bank performance. The results show some factors have a positive significant relationship with bank performance while others do not.
1) CPG companies are focusing more on improving promotion effectiveness rather than increasing trade spending or improving deduction reconciliation in 2011.
2) While some CPG companies plan to decrease trade budgets in 2011, most will keep budgets flat or increase spending slightly.
3) Rising costs are forcing most CPG companies to plan price increases in 2011, but most believe retailers will pass these costs directly to consumers rather than help absorb any of the increases.
This document summarizes key concepts from relationship marketing literature. It discusses three types of relationships: business marketing relationships between symmetric partners; interpersonal commercial relationships between service firms and customers; and business-to-customer relationships. While business marketing relationships have been well-studied, critics argue that relationship marketing has limited application to business-to-customer relationships due to the lack of interdependence. The document also discusses perspectives on relationship marketing practice, noting that most firm communications are one-way and do not impact future interactions. It emphasizes understanding relationships from the customer's viewpoint.
How B2B companies talk past their customersAdfactors B2B
The document summarizes research that found a gap between the messages that B2B companies use to promote their brands and what characteristics customers actually value. The research examined the branding of 90 large B2B companies and surveyed over 700 customers. It found that themes like social responsibility and sustainability, which companies emphasize, have little influence on customer perceptions of brand strength. In contrast, themes important to customers like specialist expertise and supply chain management were rarely mentioned by companies. The document concludes by offering three questions for companies to evaluate how well their branding aligns with customer needs.
Studying the Link Between Volume of Media Coverage and Business Outcomes. Udit Joshi
My study is based on exploring the Link between Volume of Media Coverage and Business Outcomes. The main purpose of this study is to gather and classify the varying factors used in marketing mix modeling, and to look at how public relations is represented therein. Only a few studies albeit have actually been published on the topic within industry literature lacking especially in the Indian context. I would also like to bring upon the issue of Online Media an emerging area for marketing mix modeling which is of particular interest to the practitioners for measuring public relations through websites and consumer-generated media.
Understanding how news and advertising interact is important, from two perspectives. From a business management perspective, this understanding would enable a company to develop optimally-effective integrated communications plans and to allocate resources appropriately. From a theoretical perspective, there is the promise of deepening our understanding of how people integrate messages received from different forms of mass
communication.
While this study focused on how the volume of media coverage relates to brand value, reputation in the media is often a greater predictor of brand value and business outcomes such as sales. In industries that involve more research before purchases are made, the editorial content that results from PR can account for nearly half of brand value.
In industries that exhibit a stronger link between media coverage and brand value, managers in these product categories need to pay special attention to the way the brand’s value is impacted by its communications activities.
‘Earned media’ that results from public relations efforts may be more important than advertising to brand value, especially for companies that sell feature-rich, high-involvement and complicated products such as consumer durables. Findings from the study reveal that industries that sell high involvement products - where a buyer invests time and effort in deciding what to buy than buying by impulse.
Public Relations could be used as a powerful tool to draw customer attention. A timely and topical issue can be news that drives media coverage, getting the company’s name or brand more visibility.
Objectives
As a researcher I delve into the following spheres:
1. Constituents of Brand identity and role of PR in Brand identity
2. Reaching your direct customer through PR with stress on online PR efforts.
3. Empowering customer to make an informed decision.
4. Helping customer research the product at the information seeking stage of the buying decision model.
5. Trust has become a major issue in the post-bubble business world. Relationship building protects a firm’s long-term competitiveness.
This document discusses business branding and how branding affects business customers. It provides examples of strong brands that appeal to both consumers and businesses, such as Microsoft, Siemens, GE, Allianz and MasterCard. The document discusses the importance of branding in B2B decisions and provides industry snapshots on how branding functions in different sectors like banking/insurance, chemicals and IT. It also provides examples of strong branding strategies from companies like IBM, DHL and American Express.
Undergraduate Major Project Lauri KarvonenLauri Karvonen
The document provides a literature review on customer loyalty in e-commerce. It discusses key concepts like the importance of developing customer loyalty and retention strategies, how satisfied customers differ from loyal customers, and factors that influence loyalty like value, trust and emotional attachment. The review examines approaches from companies like KPMG and PwC on developing loyalty through omnichannel experiences, social media, and loyalty programs. It also discusses challenges in creating loyalty online and the need for personalized service and communication across channels to build strong customer relationships.
This document discusses a study that examines the relationship between relationship marketing and bank performance in commercial banks in Southwestern Nigeria. The study uses a questionnaire to collect data on direct marketing, internal marketing, relationship quality, relational benefits, and bank performance indicators from employees at branches of commercial banks in three states. Regression analysis is used to analyze the data and determine the impact of the relationship marketing factors on bank performance. The results show some factors have a positive significant relationship with bank performance while others do not.
1) CPG companies are focusing more on improving promotion effectiveness rather than increasing trade spending or improving deduction reconciliation in 2011.
2) While some CPG companies plan to decrease trade budgets in 2011, most will keep budgets flat or increase spending slightly.
3) Rising costs are forcing most CPG companies to plan price increases in 2011, but most believe retailers will pass these costs directly to consumers rather than help absorb any of the increases.
This document summarizes key concepts from relationship marketing literature. It discusses three types of relationships: business marketing relationships between symmetric partners; interpersonal commercial relationships between service firms and customers; and business-to-customer relationships. While business marketing relationships have been well-studied, critics argue that relationship marketing has limited application to business-to-customer relationships due to the lack of interdependence. The document also discusses perspectives on relationship marketing practice, noting that most firm communications are one-way and do not impact future interactions. It emphasizes understanding relationships from the customer's viewpoint.
This document discusses relationship marketing and its impact on organizational performance. It explores the theoretical foundations of relationship marketing and examines how adopting this concept affects performance indicators. Relationship marketing focuses on creating and sustaining long-term relationships with customers through mutual cooperation rather than short-term transactions. When organizations implement relationship marketing successfully through internal marketing and keeping promises to customers, it can lead to improved customer loyalty, retention and positive word-of-mouth, ultimately improving organizational performance. Interactive marketing and developing trust, empathy and reciprocity in customer relationships are important aspects of relationship marketing discussed in the document.
Brand Engagement Index: most engaged brandsENGAGE BBDO
The document presents findings from a study measuring brand engagement among Belgian consumers. It found that involvement, influence, intimacy and interaction are key dimensions of brand engagement. A Brand Engagement Index was developed that integrates scores on these four dimensions. Higher brand engagement scores were correlated with increased brand consideration, loyalty and other key performance indicators. Certain categories like telecom and cell phones had higher brand engagement. Media exposure, especially through social media and websites, was also linked to higher engagement. The study provides category and brand level results on the dimensions of engagement.
Paid social media advertising is growing, with 64% of advertisers increasing their budgets in 2013. However, the increases are modest, usually between 1-10%. Advertisers are funding these increases by shifting budget from other online and offline channels to paid social media advertising. Paid social media advertising is seen as an integrated tactic and is usually run alongside other online display, video, and mobile advertising as well as offline print and TV. The primary goal is branding, such as raising awareness. However, measuring ROI remains a challenge as advertisers prefer metrics that span online and offline but most media sellers only provide online-specific metrics like likes and clicks.
Shopper marketing is one of the fastest growing areas of advertising and promotions for CPG companies. Over the next three years, 83% of companies plan to increase their investments in shopper marketing, with 55% expecting to grow it over 5% annually. This is fueled by the need to better influence shoppers across the entire path to purchase and generate measurable results. Traditional media spending is declining as shopper marketing moves to center stage. CPG companies are investing in shopper marketing to capture insights on shoppers and create effective campaigns to engage deal-driven consumers in a fragmented marketing environment.
The document discusses a study that aimed to develop and empirically test a conceptual framework explaining the influence of the sales force on brand equity in business-to-business (B2B) contexts. The study developed a framework incorporating four key drivers of B2B brand equity identified in the literature: the salesperson's personality, the salesperson's behavior, product quality, and non-personal marketing communications. It then empirically tested hypotheses about the effects of these drivers on brand equity with a sample of 201 B2B firms in Germany. The results confirmed the high relevance of the sales force for building and maintaining strong B2B brands, with the salesperson's behavior being the most important driver, followed by their personality, product
The events of the last two years constitute more than an economic recession. Rather, they shape a global realignment -- "The New Normal." This position papers describes four fundamental areas where change has occurred in society and provides recommended responses for service brands and service marketers.
This document examines the effectiveness of celebrity endorsements in advertising. It analyzes data from over 2,600 ads to determine if celebrity ads perform better than non-celebrity ads. The analysis finds that contrary to popular belief, celebrity ads do not generally perform better and often perform worse than non-celebrity ads. While clever uses of celebrities can be effective, the creative content of the ad is more important for driving positive responses from viewers than the celebrity endorsement alone. Employing celebrities also carries business risks if they become associated with scandals. The evidence suggests celebrities are not a simple or guaranteed way to improve ad effectiveness.
This document discusses interactive marketing campaigns and campaign management. It finds that with increased media fragmentation and availability of customer data, interactive campaign management has become more important. Successful campaign management involves testing, using small target groups, and multi-step campaigns. Organizational hurdles include a lack of flexibility, systematic campaign knowledge and capabilities, and clashes between marketing and sales teams. The document studies campaign practices of Dutch companies and finds that most are "problem campaigners" that allocate too much resources to campaigns given the revenue results, suggesting they need more efficient practices or to generate more revenue from campaigns.
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
The economist intelligence unit: Voice of the customer, whose job is it, anywayAidelisa Gutierrez
In what areas should marketing focus investments in order to contribute most to your business in 3 years?
#1 Customer Analytic
#2 Customer Relationship Management
#3 Social Media
#Dissertation - How Can Sophisticated uses of Digital Media Influence a Consu...Rupi Dosanjh
This document discusses how sophisticated uses of digital media can influence a consumer's brand experience. It explores relevant literature on digital media platforms and channels, components of brand experience, and how tapping into human senses can influence consumer behavior. The literature review establishes a framework to analyze existing theories on experiential marketing, sensory marketing, and brand experiences. It suggests these theories can contribute to developing a digital brand experience strategy that aligns with a brand's goals and engages target audiences. The research aims to understand the design methods and impact of digital experiences on consumer-brand relationships.
E‐mail marketing’s popularity is attributable to its low cost, high ROI (Return‐On‐Investment) and focus on customer retention. While the economic crisis will force retailers to cut back on many important marketing and technology initiatives, e‐mail programs will survive relatively unscathed.
Odds are your marketing budget has felt the negative impact of growing concerns over the worldwide economy. Small businesses and large corporations alike have been forced to erase entire sections of their 2009 marketing “wish list” in response to a bleak economic forecast that has many marketers evaluating the cost‐effectiveness and ROI of previously ironclad marketing vehicles.
Amid the turmoil, e‐mail marketing has remained a staple due to its cost‐effectiveness and flexibility. At a fraction of a penny per message, the value of an e‐mail campaign compared to an expensive direct mail communication is substantial. However, getting the most from your e‐mail marketing campaigns
during tough economic times may require a different approach than what you’ve done before.
A case study from the Stukent platform (https://www.stukent.com/). Presentation deck was created for the course, 203 Web Analytics, Postgraduate Social Media Program at Seneca College (February 2018).
Tool used: Microsoft Powerpoint
The analysis is only for academic learning purposes.
1) The document discusses the evolution of relationship marketing towards customer relationship management, focusing on how marketing strategies have shifted from transactional to relational orientations over time.
2) It provides definitions of customer relationship management, describing it as a business strategy that applies technology to build long-term customer relationships and loyalty in order to increase profits and customer satisfaction.
3) Customer relationship management is presented as the practical application of long-standing relationship marketing principles, focusing on understanding customers to create value for both the customer and company through collaborative relationships.
Social Media Role in Improving Customer Relationship Management: An Empirical...journal ijrtem
The study aimed to identify the impact of Social media in improving customer relationship
management (CRM) at Jordanian Islamic banks (JIB), identify the impact of achieving the effectiveness of
Social media at JIB. To achieve the objectives of the study, the researcher prepared a questionnaire to measure
the role of Social media on CRM. The researcher selected the study sample randomly by distributing 365
questionnaires on the customers of JIB where (302) were retrieved. After reviewing the questionnaires, it was
found that there were (28) questionnaires invalid for the statistical analysis. Thus, the total number of
respondents was (274). In order to answer the study questions and test its hypotheses, the researcher extracted
the arithmetic means and standard deviations and applied the multiple regression equation. Accordingly, the
study reached too many results, most important of which is that there is a statistically significant effect for
Social media on achieving the effectiveness of the CRM. The study recommended the need that JIB seeks for
adding various characteristics of editing, deleting, copying, and setting time on the basis of text messaging
through such networks as well as the need of conducting marketing studies aimed to enabling banks to achieve
the customers' wishes in a method matching their expectations.
The document discusses strategic issues related to implementing customer relationship management (CRM) systems. It provides an overview of CRM, highlighting that CRM involves both business processes focused on customers as well as technological components like data collection and analysis. The document also discusses challenges in implementing CRM, such as the need for effective leadership, a holistic approach that integrates CRM across the organization, and properly identifying and targeting customer groups. It presents a case study of a CRM implementation at a UK manufacturing company to illustrate these issues.
Este documento explica la importancia del estado de flujo de efectivo, el cual muestra la entrada y salida de efectivo de una entidad durante un período determinado. El estado de flujo de efectivo es útil para evaluar la liquidez, solvencia y capacidad de generar recursos de una entidad, así como distinguir el origen y aplicación de sus recursos financieros. Los objetivos principales del estado de flujo de efectivo son presentar información sobre la obtención y utilización de efectivo de la entidad y mostrar los cambios en su situación financiera.
Este documento contém 3 Instruções Normativas da Receita Federal sobre o carnê-leão, um imposto mensal pago por pessoas físicas sobre rendimentos recebidos de outras pessoas físicas ou do exterior. As Instruções detalham regras como cálculo, deduções permitidas, datas de pagamento e disponibilização de um programa de cálculo.
This document discusses relationship marketing and its impact on organizational performance. It explores the theoretical foundations of relationship marketing and examines how adopting this concept affects performance indicators. Relationship marketing focuses on creating and sustaining long-term relationships with customers through mutual cooperation rather than short-term transactions. When organizations implement relationship marketing successfully through internal marketing and keeping promises to customers, it can lead to improved customer loyalty, retention and positive word-of-mouth, ultimately improving organizational performance. Interactive marketing and developing trust, empathy and reciprocity in customer relationships are important aspects of relationship marketing discussed in the document.
Brand Engagement Index: most engaged brandsENGAGE BBDO
The document presents findings from a study measuring brand engagement among Belgian consumers. It found that involvement, influence, intimacy and interaction are key dimensions of brand engagement. A Brand Engagement Index was developed that integrates scores on these four dimensions. Higher brand engagement scores were correlated with increased brand consideration, loyalty and other key performance indicators. Certain categories like telecom and cell phones had higher brand engagement. Media exposure, especially through social media and websites, was also linked to higher engagement. The study provides category and brand level results on the dimensions of engagement.
Paid social media advertising is growing, with 64% of advertisers increasing their budgets in 2013. However, the increases are modest, usually between 1-10%. Advertisers are funding these increases by shifting budget from other online and offline channels to paid social media advertising. Paid social media advertising is seen as an integrated tactic and is usually run alongside other online display, video, and mobile advertising as well as offline print and TV. The primary goal is branding, such as raising awareness. However, measuring ROI remains a challenge as advertisers prefer metrics that span online and offline but most media sellers only provide online-specific metrics like likes and clicks.
Shopper marketing is one of the fastest growing areas of advertising and promotions for CPG companies. Over the next three years, 83% of companies plan to increase their investments in shopper marketing, with 55% expecting to grow it over 5% annually. This is fueled by the need to better influence shoppers across the entire path to purchase and generate measurable results. Traditional media spending is declining as shopper marketing moves to center stage. CPG companies are investing in shopper marketing to capture insights on shoppers and create effective campaigns to engage deal-driven consumers in a fragmented marketing environment.
The document discusses a study that aimed to develop and empirically test a conceptual framework explaining the influence of the sales force on brand equity in business-to-business (B2B) contexts. The study developed a framework incorporating four key drivers of B2B brand equity identified in the literature: the salesperson's personality, the salesperson's behavior, product quality, and non-personal marketing communications. It then empirically tested hypotheses about the effects of these drivers on brand equity with a sample of 201 B2B firms in Germany. The results confirmed the high relevance of the sales force for building and maintaining strong B2B brands, with the salesperson's behavior being the most important driver, followed by their personality, product
The events of the last two years constitute more than an economic recession. Rather, they shape a global realignment -- "The New Normal." This position papers describes four fundamental areas where change has occurred in society and provides recommended responses for service brands and service marketers.
This document examines the effectiveness of celebrity endorsements in advertising. It analyzes data from over 2,600 ads to determine if celebrity ads perform better than non-celebrity ads. The analysis finds that contrary to popular belief, celebrity ads do not generally perform better and often perform worse than non-celebrity ads. While clever uses of celebrities can be effective, the creative content of the ad is more important for driving positive responses from viewers than the celebrity endorsement alone. Employing celebrities also carries business risks if they become associated with scandals. The evidence suggests celebrities are not a simple or guaranteed way to improve ad effectiveness.
This document discusses interactive marketing campaigns and campaign management. It finds that with increased media fragmentation and availability of customer data, interactive campaign management has become more important. Successful campaign management involves testing, using small target groups, and multi-step campaigns. Organizational hurdles include a lack of flexibility, systematic campaign knowledge and capabilities, and clashes between marketing and sales teams. The document studies campaign practices of Dutch companies and finds that most are "problem campaigners" that allocate too much resources to campaigns given the revenue results, suggesting they need more efficient practices or to generate more revenue from campaigns.
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
The economist intelligence unit: Voice of the customer, whose job is it, anywayAidelisa Gutierrez
In what areas should marketing focus investments in order to contribute most to your business in 3 years?
#1 Customer Analytic
#2 Customer Relationship Management
#3 Social Media
#Dissertation - How Can Sophisticated uses of Digital Media Influence a Consu...Rupi Dosanjh
This document discusses how sophisticated uses of digital media can influence a consumer's brand experience. It explores relevant literature on digital media platforms and channels, components of brand experience, and how tapping into human senses can influence consumer behavior. The literature review establishes a framework to analyze existing theories on experiential marketing, sensory marketing, and brand experiences. It suggests these theories can contribute to developing a digital brand experience strategy that aligns with a brand's goals and engages target audiences. The research aims to understand the design methods and impact of digital experiences on consumer-brand relationships.
E‐mail marketing’s popularity is attributable to its low cost, high ROI (Return‐On‐Investment) and focus on customer retention. While the economic crisis will force retailers to cut back on many important marketing and technology initiatives, e‐mail programs will survive relatively unscathed.
Odds are your marketing budget has felt the negative impact of growing concerns over the worldwide economy. Small businesses and large corporations alike have been forced to erase entire sections of their 2009 marketing “wish list” in response to a bleak economic forecast that has many marketers evaluating the cost‐effectiveness and ROI of previously ironclad marketing vehicles.
Amid the turmoil, e‐mail marketing has remained a staple due to its cost‐effectiveness and flexibility. At a fraction of a penny per message, the value of an e‐mail campaign compared to an expensive direct mail communication is substantial. However, getting the most from your e‐mail marketing campaigns
during tough economic times may require a different approach than what you’ve done before.
A case study from the Stukent platform (https://www.stukent.com/). Presentation deck was created for the course, 203 Web Analytics, Postgraduate Social Media Program at Seneca College (February 2018).
Tool used: Microsoft Powerpoint
The analysis is only for academic learning purposes.
1) The document discusses the evolution of relationship marketing towards customer relationship management, focusing on how marketing strategies have shifted from transactional to relational orientations over time.
2) It provides definitions of customer relationship management, describing it as a business strategy that applies technology to build long-term customer relationships and loyalty in order to increase profits and customer satisfaction.
3) Customer relationship management is presented as the practical application of long-standing relationship marketing principles, focusing on understanding customers to create value for both the customer and company through collaborative relationships.
Social Media Role in Improving Customer Relationship Management: An Empirical...journal ijrtem
The study aimed to identify the impact of Social media in improving customer relationship
management (CRM) at Jordanian Islamic banks (JIB), identify the impact of achieving the effectiveness of
Social media at JIB. To achieve the objectives of the study, the researcher prepared a questionnaire to measure
the role of Social media on CRM. The researcher selected the study sample randomly by distributing 365
questionnaires on the customers of JIB where (302) were retrieved. After reviewing the questionnaires, it was
found that there were (28) questionnaires invalid for the statistical analysis. Thus, the total number of
respondents was (274). In order to answer the study questions and test its hypotheses, the researcher extracted
the arithmetic means and standard deviations and applied the multiple regression equation. Accordingly, the
study reached too many results, most important of which is that there is a statistically significant effect for
Social media on achieving the effectiveness of the CRM. The study recommended the need that JIB seeks for
adding various characteristics of editing, deleting, copying, and setting time on the basis of text messaging
through such networks as well as the need of conducting marketing studies aimed to enabling banks to achieve
the customers' wishes in a method matching their expectations.
The document discusses strategic issues related to implementing customer relationship management (CRM) systems. It provides an overview of CRM, highlighting that CRM involves both business processes focused on customers as well as technological components like data collection and analysis. The document also discusses challenges in implementing CRM, such as the need for effective leadership, a holistic approach that integrates CRM across the organization, and properly identifying and targeting customer groups. It presents a case study of a CRM implementation at a UK manufacturing company to illustrate these issues.
Este documento explica la importancia del estado de flujo de efectivo, el cual muestra la entrada y salida de efectivo de una entidad durante un período determinado. El estado de flujo de efectivo es útil para evaluar la liquidez, solvencia y capacidad de generar recursos de una entidad, así como distinguir el origen y aplicación de sus recursos financieros. Los objetivos principales del estado de flujo de efectivo son presentar información sobre la obtención y utilización de efectivo de la entidad y mostrar los cambios en su situación financiera.
Este documento contém 3 Instruções Normativas da Receita Federal sobre o carnê-leão, um imposto mensal pago por pessoas físicas sobre rendimentos recebidos de outras pessoas físicas ou do exterior. As Instruções detalham regras como cálculo, deduções permitidas, datas de pagamento e disponibilização de um programa de cálculo.
This document provides an overview of long bone fracture biomechanics. It defines key concepts such as force, moment, stress, elasticity and elastic modulus that are important for understanding how bones respond to loading and the likelihood of fracture. Long bones like the femur and tibia consist of an outer layer of compact cortical bone and an inner structure of cancellous bone. The differences in their microstructure affect how forces are transmitted and their load bearing capacity.
El documento describe la biomecánica del cartílago articular. El cartílago está compuesto principalmente de condrocitos, colágeno, proteoglicanos y agua. El colágeno proporciona resistencia a la tracción mientras que los proteoglicanos capturan agua para soportar cargas de compresión. El cartílago se comporta como un material viscoelástico que puede amortiguar y distribuir fuerzas a través de la relajación del estrés y la histéresis. Su baja permeabilidad y alta lubricación le permiten
1) Expert content-based advertising leverages positive earned media from independent experts by curating and promoting it through paid advertising channels. This allows brands to scale the impact of trusted content beyond what is possible through earned media alone.
2) A case study found that consumers who read expert content through an expert content-based advertising program were 58% more likely to consider purchasing the product and 68% more likely to share information about the product with others, compared to a control group.
3) The case study estimated that such a program could deliver a return on investment up to 14 times the cost of the program through incremental sales revenue, highlighting the potential value of expert content-based advertising.
The document provides a summary of the applicant's experience in graphic design. It lists their job history starting from their current role as a Senior Graphic Designer at a design firm in Providence, RI back to 2006. For each role, it provides the employer, location, dates of employment, and brief descriptions of responsibilities. It also lists the applicant's education and software skills. The summary focuses on the applicant's extensive experience in graphic design, production, and development for print, web, social media, and other mediums across several employers over the past 13 years.
Báo cáo 2020 Audience Insights for B2B Marketing là những số liệu chi tiết về xu hướng sử dụng các phương tiện truyền thông (media) từ hơn 11 triệu người ra quyết định dựa trên 20 ngành công nghiệp khác nhau.
Earned Media Amplification - Personal Care BrandMasood Akhtar
Our social media measurement approach applied to a popular personal care brand. Here we assess the degree to which PAID media is AMPLIFIED by EARNED media conversations.
How PR Can Help You To Win More BusinessSara Paine
This document provides an overview of public relations (PR) and how it can help businesses. It discusses that PR can help increase awareness, change attitudes, and project a positive image to ultimately help drive sales. While PR cannot directly increase sales, it can generate goodwill, interest, and awareness which can help businesses through the marketing funnel. The document also outlines seven key things to know about PR, including that it is not a quick fix, can be difficult to measure, and will rarely get businesses direct front page coverage. It concludes by discussing different levels of PR support a business may need.
Relating To The Public Pr In Age Of Social MediaKen Kaplan
The document discusses how social media has changed the role of public relations. It summarizes interviews with communications professionals on how their organizations are adapting. Key points include:
- Social media is reshaping corporate communications and the PR industry by introducing new information sources and less control over brands.
- PR practitioners must embrace social media, build trust through transparency, and develop new skills like digital measurement and visual storytelling.
- Lines are blurring between marketing disciplines as they take on each other's roles, and PR must clearly define its value and expertise to clients.
- Future agency models may tie compensation more closely to measurable outcomes through hybrid project/hourly and outcomes-based approaches.
1. A balanced social marketing scorecard considers metrics across four perspectives - financial, digital, brand, and risk management - to fully capture the value of social media programs. This avoids an overly narrow focus on direct financial metrics like ROI.
2. The financial perspective measures impacts on metrics like sales, costs, and customer spending. The brand perspective surveys consumers on brand attributes. The digital perspective analyzes owned and earned social assets. The risk management perspective estimates how social media reduces costs of potential issues.
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Media prominence
1. Media Prominence: A Leading Indicator of
Brand Value
How Effective Public Relations Contributes to Brand
2. Introduction:
John Grebe, who established Dow’s Physical Research Lab, once said “If you cannot measure it, you
cannot control it.” The words ring especially true for marketers, who often struggle to show the direct
value and impact of their programs on an organization’s bottom line or their contribution to a brand.
The question of “Am I getting a good return on my marketing spend?,” has been at the forefront of
marketers minds since clever people started coming up with, and spending money on, creative ways to
sell products. Demonstrating a good return has been easier for some forms of marketing than others.
Showing the financial impact of online marketing, for example, is relatively easy. Online marketing
allows marketers to see direct connections between ad placements and consumer behavior. It has been
significantly more difficult to measure the value of PR, however, since the effects of media coverage on
behavior has to be measured indirectly. While more difficult, it is not impossible to draw connections
between how much a company spends on PR and how much value the company is creating. Our
research firm Context Analytics has demonstrated that statistical analysis can be used to overcome the
barriers and find the connections, using techniques that have solved similar problems in other marketing
disciplines.
The current economic crisis has once again thrust the marketing ROI issue into the spotlight. When the
US automaker CEOs are taking nine hour car rides to prove their devotion to frugality, can a hard look at
marketing budgets be far behind? This past fall as I reviewed the Interbrand Best Global Brands report
and things were starting to get wild, I decided that it was an extremely relevant time to take a close look
at the brands in that report and understand better how much of a role advertising and public relations
played in differentiating them. I’m obviously biased given my role. I fully expected that public relations
would prove to play a crucial role in the marketing mix. I’d be in the wrong business if I felt otherwise,
but in the end even I was impressed with the findings. Cynics will likely question the report because it is
being distributed by a public relations company, but I strongly encourage you to review it and keep an
open mind.
I hope that it comes at fortunate time and helps marketers and professionals as they may be struggling
to show the value in disciplines that are notoriously tough to measure.
Aedhmar Hynes
CEO, Text 100
December 2008
3. Executive Summary:
While debates may rage over exactly how to assess the value of brands, virtually everyone agrees that
brands represent real and significant financial value to their owners. Managing a brand therefore
requires careful and strategic investment and stewardship.
But what are the drivers of brand value? Product quality, customer services, and in particular
advertising, are some of drivers most commonly cited and studied.
Until now, however, there has been relatively little research into the contribution of public relations to
brand value. In this study, we assessed the statistical correlation between a brand’s media prominence
(a weighted composite of headline, lead paragraph and text mentions in independent media coverage
that is not paid for by the brand owner), and brand value across the world’s 100 most valuable brands,
as measured by Interbrand in its 2008 Best Global Brands report.
Key findings included the following:
• Media prominence accounted for 27 percent of differences between the brand values of
Interbrand’s Best Global Brands.
• The relationship between media prominence and brand value depends on “product
involvement” – i.e., the degree to which customers research a given product or solution prior to
purchase. Media prominence was more associated with brand value for “high involvement”
products compared to “low involvement” products. Advertising expenditures, however, were a
leading indicator only for “low involvement” products, and accounted for very little brand value
among “high involvement” products.
• Media prominence was a particularly important component of brand value for computer-related
industries, such as software and hardware manufacturers, as well as computer and Internet
service companies, accounting for 48 percent of differences between companies’ brand values.
• The results suggest that, in general, media prominence accounts for approximately one quarter
of brand value, although this value is often higher for high-involvement brands, and particularly
so in technology. This underscores the importance of managing and growing brand value
through public relations efforts.
Introduction:
Interbrand’s Best Global Brands study tends to provoke debate upon its annual release. There are
certain limitations to this study–for example, it excludes private companies, and Interbrand shrouds
much of the detail of its methodology in order to protect its “secret sauce.” Nonetheless, it is a valuable
benchmark in that it assigns a financial value to a brand, and can provide a basis for study in how various
marketing activities impact this value. The specific question we set out to answer was: how does
communications affect a brand’s financial value? Specifically, we focused on the amount of media
coverage that each of these brands attain. Further, we wanted to know how this varies by industry and
product type.
4. Results:
Media Prominence Accounts for 27 percent of Brand Value Among Interbrand’s Best Global Brands
To assess the degree to which media coverage is associated with brand value, we correlated the brand
value of all of the brands in Interbrand’s 2008 Best Global Brands report with a measure of media
coverage, called Media Prominence. We selected Interbrand’s brand valuation as our measure of brand
value for two reasons. First, the Interbrand report is widely-read, respected, and recognizable to most
marketing professionals. Second, Interbrand’s brand value is based on financial metrics, in addition to
consumer surveys and related measures of brand-awareness. Therefore, the results of this study can be
interpreted as showing how media coverage relates to, not just a company’s reputation, but the actual
financial value of a brand—which is likely to be of greater interest, particularly in the current economic
conditions.
We found a positive correlation between Media Prominence and brand value (r = .52). As Media
Prominence increased, so did Brand Value. The R2 between Media Prominence and Brand Value was .27,
meaning that 27 percent of differences between companies’ Brand Value in the Interbrand report was
accounted for by Media Prominence (note—as a validity check, we also correlated brand values with
media prominence for 59 brands studied in both Milward Brown’s 2008 brand value report and the
Interbrand report; a similar correlation emerged: r=.49). This finding is particularly important to
communications professionals, because it suggests that as much as 27 percent of a company’s brand
value is tied to how often the brand name appears in the press.
We also conducted a regression analysis to assess how changes in media coverage might translate into
changes in brand value, using headline mentions as our media coverage metric. According to the
regression analysis, one would predict that for a company with average brand value ($12.1 billion), an
increase of 1000 headline articles would be associated with a seven percent increase in brand value. To
illustrate: if SAP, a fairly representative company in the sample (brand value = $12.3 billion, headline
mentions = 6,400), had an increase of 1,000 headline articles in one year, the regression analysis
predicts that SAP’s brand value would increase to $13 billion. Like correlational analyses, we cannot say
for certain the exact patterns of causality between headline mentions and brand value. This data could,
for example, also be interpreted as suggesting that a seven percent increase in brand value will lead to
an additional 1,000 headline articles every year. As we discuss below, we believe that the actual
relationship between media coverage and brand value is bi-directional, with each contributing to the
other. To arrive at a more conclusive analysis of cause-and-effect, we normally look at a number of
metrics over time for an individual company, but since this is outside the scope of this analysis we
provide the above as an illustration.
5. Media Coverage is Particularly Important for Industries Selling High Inolvement Products
To further understand the circumstances under Advertising Is More Important for Low Involvement Brands
which Media Prominence plays an important When assessing the effect of product involvement on the relationship
role in brand value, we segmented our results between advertising expenditures and brand value, we observed a
pattern opposite to the one we found with Media Prominence.
by industries that were well-represented in the
Advertising expenditures had a much stronger association with brand
Interbrand 2008 Best Global Brands report. value for low involvement products than for high involvement products.
These industries included Food and Beverages, The correlation between advertising expenditures and brand value was
2
Apparel, Automotive, Computing, Consumer r=.49 or R =.24 for low involvement products, while the correlation
2
Electronics, Financial Services, Personal Care between two was only r=-.05 or R =.002 for high involvement products.
This means that advertising accounts for nearly one quarter of brand
and Luxury Brands1. We found that industries
value for low involvement products, while it accounts for less than 1% of
that sell high involvement products (products brand value for high involvement products.
where a buyer invests time and effort in
deciding what to buy) registered higher correlations between Media Prominence and brand value than
industries selling low involvement products (products that are more likely to be bought on impulse; see
Figure 1).
In the Computing industry, for example, Media Prominence accounted for nearly half, 48 percent, of
brand value (r=.70; R2=.48), or sixteen times that of the Personal Care industry. The relationship
between Media Prominence and brand value was also strong in other high involvement industries, such
as the Automotive, Consumer Electronics and Financial services.2
The effect of product involvement on the relationship between Media Prominence and brand value
makes intuitive sense. The more complex a product is to a buyer, the more likely they are to research
the product category and to look for information that they can trust. Much has been said of the
increasing power of word-of-mouth and distrust in advertising in the past few years. If unpaid media
placement, as opposed to paid media (or advertising), is more credible to buyers, then it too should play
a key role in building brand value for high involvement brands.
1
See Table 2 for a breakdown of industry categorizations by company.
2
One exception to the involvement pattern was food and beverages, a low involvement category (in terms of
purchasing frequency) where media prominence had a large association with brand value. This high correlation is
most likely a result of how food and beverages are represented in the Interbrand report, rather than an actual
pattern that would be observed among all food and beverage brands. In the Interbrand report, there are two
extremely high value food and beverage brands, Coca-Cola and McDonalds, and 14 brands with significantly lower
brand value. Furthermore, media prominence mirrored brand value- with Coca-Cola and McDonalds producing
significantly more media coverage than their peers. Consequently, the correlation between media prominence and
2
brand value was quite high for this industry (r = .88, R =.67). When the highly valuable Coca-Cola and McDonald’s
2
brands were removed from the data, however, the correlation decreased significantly (r = .09, R =.01). This
situation was unique to food and beverage brands, as brands within other industry categories were much closer
together in terms of brand value.
6. Figure 1
Conclusions and Future Directions:
One of the most important things that one can learn from a statistics textbook is that correlation does
not imply causation, and this lesson applies to this study as much as any other. We do not wish to make
the claim that increases in media coverage cause brand value to increase. Most likely, there is a
reciprocal relationship between media coverage and brand value, with each driving the other to some
extent. For example, a new Apple product is likely to receive a great deal of attention in the media,
largely because Apple already has an existing, strong brand value. However, this additional media
coverage is likely to push the brand value even higher. The important take away message from this
study is that, regardless of the direction of causation, a sizable amount of brand value, particularly for
high involvement industries, is tied into media coverage. So, even if one interprets this study as showing
that high brand value leads to more media coverage, it is still important for media coverage to be
carefully managed since it is the window through which others will see your brand.
Although this study focused on how the volume of media coverage relates to brand value, reputation in
the media is likely to be an even greater predictor of brand value than volume alone. Context Analytics
and Text 100 are currently working on a second report, which will assess exactly how the tone of media
coverage relates to brand value. We expect that, when tone is taken into consideration, the strength of
the association between media coverage and brand value will be even higher. This next report will also
assess how newer forms of media, such as consumer generated media, relate to brand value as well.
Look for this report in early 2009.
Methodology:
Sample of Brands
This study included the 99 of the 100 brands featured in the 2008 Best Global Brands report (one brand,
Thomson-Reuters, was excluded because it is a media company, and the Reuters brand name appears in
an extremely large number of articles). According to Interbrand, there are three criteria for inclusion in
the 2008 Best Global Brands report:
1) One third of the brand’s profits must come from outside the brand’s home country
2) The brand must be recognizable by individuals who are not customers of the brand
3) The brand’s financial and marketing data must be publicly available
7. Data Sources
Media Prominence. Media prominence is a weighted composite of headline, lead paragraph,
and article body mentions for each company. Data was collected from 2006 media coverage in
Dow Jones’ Factiva database of over 20,000 global print and online publications. We searched
for mentions of each brand in English, Spanish, Japanese, German, French, Italian, and Chinese
coverage.
Interbrand Brand Value. We used Interbrand’s brand value from their 2008 Best Global Brands
report as our measure of brand value. Although the specifics of Interbrand’s valuation
methodology are proprietary, Interbrand reports that the valuation is based upon current as
well as five years of future revenue that are attributable to the brand.
Advertising Expenditures. Advertising expenditures from 2006 for 49 of the 99 brands was
collected from sources that are publicly available, including Advertising Age’s 2007 Top 100
Global Marketer report, which contains 2006 ad expenditure data, and 2006 Annual SEC filings.
Fifty of the 99 brand’s advertising data was not publicly available for several reasons. Many
companies report their marketing expenditures in aggregate (e.g., collapse sales and marketing
data into a single value), while others aggregate expenditures across different brands (e.g., Yum!
Brands, Inc does not report ad spending separately for KFC, Taco Bell, and Pizza Hut). For one
brand, Rolex, advertising expenditures were unavailable because the company was privately
held.
Data Analysis
Pearson correlation coefficients were used to assess the associations between Media Prominence,
advertising expenditures, and brand value. These correlation coefficients, which range from -1 to 1,
indicate the strength of the relationship between two types of data as well as the direction of the
relationship. Associative strength is indicated by the distance from 0 (-1 or 1 would indicate perfect
correlations—as media prominence increases one unit, there is always a corresponding increase in
brand value). The direction of the relationship is indicated by the positive or negative value of the
correlation. Negative correlations indicate that increases in one measure correspond to decreases in
another measures, while positive correlations indicate that the two measure increase together (e.g., a
positive correlation between Media Prominence and brand value means that, as Media Prominence
increases, brand value increases).
To assess the influence of one year’s marketing activities on next year’s brand value, we correlated 2006
Media Prominence with 2007 brand value (taken from Interbrand’s 2008 Best Global Brands report). We
tested for non-linearity in the correlations, since it was possible that we would observer diminishing
returns in enhancing brand value through Media Prominence and advertising expenditures. The results,
however, suggested linear relationships between brand value and Media Prominence and advertising
expenditures.
8. In this report, we often report another metric, R2, which is derived from the Pearson correlation
coefficient. This metric reflects the percentage of variance in Brand Value that is accounted for by
variance in either media prominence or advertising expenditure data.
The research team who conducted this study was led by Seth Duncan, Research Manager, Context
Analytics.
About Context Analytics:
Context Analytics is a strategic communications research and consulting company. Context
provides customized, actionable analysis to help our clients understand and leverage public
perceptions in order to better manage corporate reputation. Since 1992, Context has worked
with some of the biggest names in technology, consumer electronics, and healthcare, helping
our clients better understand the impact of the rapidly changing media environment on their
corporate reputation.
As opposed to a one-size-fits-all approach to media research, Context’s experienced analysts
provide customized research and consulting services aimed at addressing client specific
questions and business issues. Our services include global media research and measurement,
social media research and influence mapping, primary survey research, consulting and research
program management, competitive research, and business impact analysis.
[context] analytics
77 Maiden Lane, Third Floor
San Francisco, CA 94108
t: 415.593.8499 f: 415.593.8401
info@context-analytics.com
9. Appendix:
Table 1: Correlation Coefficients for Global Media Prominence and Brand Value
Text Lead Headline Media Ad Brand
Mentions Paragraph Mentions Prominence Expenditures Value
Mentions
Text -- r=.96 r=.92 r=.98 r=.31 r=.52
Mentions (N=99) (N=99) (N=99) (N=49) (N=99)
Lead -- -- r=.95 r=.99 r=.32 r=.53
Paragraph (N=99) (N=99) (N=49) (N=99)
Mentions
Headline -- -- -- r=.97 r=.23 r=.49
Mentions (N=99) (N=49) (N=99)
Media -- -- -- -- r=.30 r=.52
Prominence (N=49) (N=99)
Ad -- -- -- -- -- r=.15
Expenditures (N=49)
Table 2: Industry Categorizations
Apparel Automotive Computing Consumer Financial Food & Luxury Personal
Electronics Services Beverages Care
Adidas Audi Accenture Blackberry AIG Budweiser Armani Avon
GAP BMW Amazon Duracell Allianz Danone Cartier Colgate
H&M Ferrari Apple Motorola American Heinz Chanel Gillette
Nike Ford Nintendo Express Hennessy Gucci Johnson &
Canon
Zara Harley Nokia Axa Kellogg’s Hermès Johnson
Davidson Cisco Citi Kleenex
Panasonic KFC Louis
Honda Dell Goldman Vuitton L’Oreal
Samsung McDonald’s
Hyundai eBay Sachs Moet & Prada Nivea
Sony
Lexus HSBC Chandon Rolex
Google
Mercedes ING Nescafe Tiffany
HP
Porsche JP Morgan Nestle
IBM
Toyota Merrill Lynch Pepsi
Intel
Volkswagen Morgan Pizza Hut
Microsoft Stanley Smirnoff
Oracle UBS Starbucks
SAP Visa Wrigley
Xerox
Yahoo
5 Total 12 Total 16 Total 8 Total 13 Total 15 Total 9 Total 7 Total
*Note: Certain brands were not included in the above industry breakdown, due to the small size of their category
or the brand’s categorization on the Interbrand list as diversified (e.g., GE, Siemens, and Philips). These brands
were included in all the other analyses.
10. Table 3: List of Brands
Brand Country of Sector Merrill Lynch United States Financial Services BlackBerry Canada Consumer
Origin IKEA Sweden Home Furnishings Electronics
Coca-Cola United States Beverages Canon Japan Computer Kleenex United States Personal Care
IBM United States Computer Services Hardware Porsche Germany Automotive
Microsoft United States Computer Software J.P. Morgan United States Financial Services Hermes France Luxury
GE United States Diversified Goldman United States Financial Services Gap United States Apparel
Nokia Finland Consumer Kellogg's United States Food Panasonic Japan Consumer
Electronics Nintendo Japan Consumer Electronics
Toyota Japan Automotive Electronics Cartier Switzerland Luxury
Intel United States Computer UBS Switzerland Financial Services Tiffany United States Luxury
Hardware JP Morgan United States Financial Services Pizza Hut United States Restaurants
McDonald's United States Restaurants Philips Netherlands Diversified Allianz Germany Financial Services
Disney United States Media Thomson Canada Media Moet France Alcohol
Google United States Internet Services Gucci Italy Luxury BP United Energy
Mercedes Germany Automotive eBay United States Internet Services Kingdom
Hewlett- United States Computer Accenture United States Computer Services Starbucks United States Restaurants
Packard Hardware Siemens Germany Diversified ING Netherlands Financial Services
BMW Germany Automotive Ford United States Automotive Motorola United States Consumer
Gillette United States Personal Care Harley- United States Automotive Electronics
American United States Financial Services Davidson Duracell United States Consumer
Louis France Luxury L'Oreal France Personal Care Electronics
Cisco United States Computer Services MTV United States Media Smirnoff United Alcohol
Marlboro United States Tobacco Volkswagen Germany Automotive Kingdom
Citi United States Financial Services AIG United States Financial Services Lexus Japan Automotive
Honda Japan Automotive AXA France Financial Services Prada Italy Luxury
Samsung Republic of Consumer Heinz United States Food Johnson & United States Personal Care
Korea Electronics Colgate United States Personal Care Johnson
H&M Sweden Apparel amazon.com United States Internet Services Ferrari Italy Automotive
Oracle United States Computer Software Xerox United States Computer Armani Italy Luxury
Apple United States Computer Hardware Hennessy France Alcohol
Hardware Chanel France Luxury Marriott United States Hospitality
Sony Japan Consumer Wrigley's United States Food Shell Netherlands Energy
Electronics Zara Spain Apparel Nivea Germany Personal Care
Pepsi United States Beverages Nestle Switzerland Food FedEx United States Transportation
HSBC United Financial Services KFC United States Restaurants Visa United States Financial Services
Kingdom Yahoo! United States Internet Services
Nescafe Switzerland Beverages Danone France Food
Nike United States Sporting Goods Audi Germany Automotive
UPS United States Transportation Caterpillar United States Diversified
SAP Germany Computer Software Avon United States Personal Care
Dell United States Computer adidas Germany Sporting Goods
Hardware Rolex Switzerland Luxury
Budweiser United States Alcohol Hyundai Republic of Automotive
Korea