The document provides an overview of the top 25 most valuable Brazilian brands according to Interbrand's 2010 ranking. It discusses the strong performance of the top brands such as Itaú, Bradesco, and Petrobras despite economic instability. It also notes that many Brazilian brands are well-positioned for future international expansion and success as the Brazilian economy grows.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands.
2. Financial reports were analyzed to forecast cash flows over 5 years and in perpetuity, brand strength and role in purchase decisions were surveyed.
3. IBM was valued highest at $39,980 million, followed by HP at $23,980 million, and Dell at $557 million based on discounting brand earnings using brand strength-adjusted discount rates derived from Interbrand's methodology.
The document discusses brand valuation and provides information on:
1) What brand valuation is and why it is important as brands make up most of company value today rather than tangible assets.
2) The main methods for valuing brands including discounted cash flow, price premia, and book to market.
3) How brand valuation became more standardized over the last 30 years and is now accepted under IFRS accounting standards.
The document discusses lessons that can be learned from analyzing the top 15 luxury brands in 2008. Some key lessons include:
1) Luxury brands must maintain control over their entire supply chain and brand experience to ensure consistent high quality.
2) Extending brands into new categories or markets can dilute the brand if not done carefully. Maintaining exclusivity and scarcity is important.
3) Luxury brands must say "no" to some customers and opportunities in order to avoid compromising the brand or losing its aspirational appeal. Managing demand is as important as creating it.
This presentation deals with the different methods of measuring brand equity, focusing on the method adopted by Interbrand, one of the most famous business agencies in the world.
The document provides a summary of the brand valuation process for Colgate and Dabur oral care brands in India using the Interbrand valuation methodology. It analyzes the financial performance of the two companies, measures the role of branding index and brand strength scores through a consumer survey, and calculates the discounted cash flows to estimate the brand values. The valuation finds the brand value of Colgate to be Rs. 6088.29 crores and Dabur to be Rs. 678.21 crores for its oral care business in India. It recommends that Colgate continue its innovation strategy while Dabur needs to work on strengthening its brand connect.
This document discusses various approaches to valuing brands, including cost-based, market-based, income-based, and formulaic methods. It notes that while brand valuation is important, there are obstacles to accurate valuation due to a lack of consensus on methods and difficulty separating brand equity from other intangible assets. The document evaluates reasons for and against including brands on company balance sheets. Overall, the document aims to identify and review different valuation approaches and issues for managers to consider when selecting methods.
How to create a preference for your brand in a specification driven industry.Bailey Burk
The document discusses how companies can create a preference for their brand in specification-driven industries. It describes attending aviation conventions where companies showcase their products and services to attendees. The goal of these events is to create brand familiarity, which breeds customer trust and leads to brand preference. Successful companies understand that taking a strategic approach to promoting their brand through events and other means provides strength, stability, and growth for the business. A strong, familiar brand becomes an asset that occupies space in customers' minds.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands.
2. Financial reports were analyzed to forecast cash flows over 5 years and in perpetuity, brand strength and role in purchase decisions were surveyed.
3. IBM was valued highest at $39,980 million, followed by HP at $23,980 million, and Dell at $557 million based on discounting brand earnings using brand strength-adjusted discount rates derived from Interbrand's methodology.
The document discusses brand valuation and provides information on:
1) What brand valuation is and why it is important as brands make up most of company value today rather than tangible assets.
2) The main methods for valuing brands including discounted cash flow, price premia, and book to market.
3) How brand valuation became more standardized over the last 30 years and is now accepted under IFRS accounting standards.
The document discusses lessons that can be learned from analyzing the top 15 luxury brands in 2008. Some key lessons include:
1) Luxury brands must maintain control over their entire supply chain and brand experience to ensure consistent high quality.
2) Extending brands into new categories or markets can dilute the brand if not done carefully. Maintaining exclusivity and scarcity is important.
3) Luxury brands must say "no" to some customers and opportunities in order to avoid compromising the brand or losing its aspirational appeal. Managing demand is as important as creating it.
This presentation deals with the different methods of measuring brand equity, focusing on the method adopted by Interbrand, one of the most famous business agencies in the world.
The document provides a summary of the brand valuation process for Colgate and Dabur oral care brands in India using the Interbrand valuation methodology. It analyzes the financial performance of the two companies, measures the role of branding index and brand strength scores through a consumer survey, and calculates the discounted cash flows to estimate the brand values. The valuation finds the brand value of Colgate to be Rs. 6088.29 crores and Dabur to be Rs. 678.21 crores for its oral care business in India. It recommends that Colgate continue its innovation strategy while Dabur needs to work on strengthening its brand connect.
This document discusses various approaches to valuing brands, including cost-based, market-based, income-based, and formulaic methods. It notes that while brand valuation is important, there are obstacles to accurate valuation due to a lack of consensus on methods and difficulty separating brand equity from other intangible assets. The document evaluates reasons for and against including brands on company balance sheets. Overall, the document aims to identify and review different valuation approaches and issues for managers to consider when selecting methods.
How to create a preference for your brand in a specification driven industry.Bailey Burk
The document discusses how companies can create a preference for their brand in specification-driven industries. It describes attending aviation conventions where companies showcase their products and services to attendees. The goal of these events is to create brand familiarity, which breeds customer trust and leads to brand preference. Successful companies understand that taking a strategic approach to promoting their brand through events and other means provides strength, stability, and growth for the business. A strong, familiar brand becomes an asset that occupies space in customers' minds.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
1110 Eda034 Competing Growth Main Report WebEric Ohlund
1) Companies expect increased competition in the new economy across industries and markets.
2) High performing companies focus on maximizing customer reach, improving operational agility, sustaining cost competitiveness, and building stakeholder confidence.
3) These four areas are interlinked, and the best approach is a balanced focus on all to thrive in the competitive new economic environment.
Brand equity: what's price got to do with it?Kantar
This document discusses how price is an integral part of brand equity, not just a separate factor. It argues that price can be a source of brand identity and meaning. For example, luxury brands derive status from their high prices, while low-cost brands like Ryanair and Walmart have built strong positions through relentless pursuit of low prices. The document also discusses how value perceptions are formed, with consumers weighing price against brand desirability. It concludes that in absence of other differences, lower price is often the deciding factor for consumers and can be a winning brand strategy.
The document discusses strategies for pharmaceutical marketing teams dealing with mature brands facing patent expiration and increased generic competition. It provides several case studies of teams that were able to reduce promotional spending while maintaining or growing revenue through non-personal promotional approaches like telemarketing, digital campaigns, and sample delivery without traditional sales details. One case consolidated multiple agencies for different brands into a single agency, reducing fees by $2 million. Another analyzed patient data to refine a co-pay card program, saving $4.5 million while having no negative revenue impact. A third transitioned an entire field force to a sample delivery-only model, cutting the budget in half while exceeding sales targets.
Article about different competitive strategies and how these relate to basic types of alliances. An introduction to the book Creating Profit Through Alliances
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It summarizes the brand equity analysis conducted in Phase 2 and then performs brand valuation in Phase 3. Key information used includes financial data from 2009-2011, assumed growth rates, and industry benchmarks. The analysis determines the Role of Brand Index and Brand Strength Score for Cadbury Dairy Milk and Cadbury 5 Star. It finds that Cadbury Dairy Milk has high brand strength and moderate role of brand, indicating potential to leverage the brand into new categories like cookies and cakes.
This document proposes a new project called "Project Banzai" to create a new revenue stream for Brand Asset Valuator's (BAV) brand database. It suggests developing an online Brand Asset Index that lists the world's leading brand values and provides tools and analytics. This would establish BAV as the leading resource for measuring intangible brand value and help business decision-makers. The proposal outlines targeting executives, developing mobile applications and content, partnerships, and an annual listing fee model to generate new consulting and subscription revenue for BAV and Young & Rubicam Brands.
This document provides a review and comparison of two models for valuing brands: the Interbrand model and the Brand Capability Value (BCV) model. The Interbrand model values brands based on a company's profits after subtracting capital costs and multiplying by a brand role index. The BCV model values brands based on projected cash flows from branding expenses discounted to present value. The authors propose modifications to the BCV model, including changing how the brand's contribution to cash flows is calculated and using the Capital Asset Pricing Model to estimate the discount rate.
The retail industry in India has experienced rapid growth in recent years but is now facing challenges due to the global economic slowdown. Retail sales growth has declined and profits have been impacted by higher interest costs and operating expenses. Strategies to cope include optimizing costs, improving technology usage, efficient store management, re-evaluating expansion plans, better understanding consumer behavior, forming partnerships, and developing private labels.
This document discusses competitive advantage in mature industries. It notes that in mature industries, opportunities for differentiation advantage have diminished as products become standardized and buyers are more knowledgeable. Cost advantages are also difficult to sustain as process technologies diffuse. However, the document argues that maturity does not preclude opportunities for competitive advantage and innovation. It outlines that in mature industries, competitive advantage is increasingly based on cost leadership rather than differentiation. Effective strategies focus on tightly controlling costs and increasing sales while maintaining product quality and customer service. The document uses McDonald's as an example of a company that achieves cost advantage through stringent control and monitoring of materials and processes.
The document summarizes various theories on the sources of competitive advantage and firm performance, including neoclassical, Bain-type IO, Schumpeter, Chicago School, Coase/Williamson, and the resource-based view. It discusses how Michael Porter built upon these theories in his five forces framework to analyze competition and strategy. Porter's five forces model examines the threat of new entrants, power of suppliers and buyers, substitute products, and industry rivalry to determine a firm's profitability. The document also contrasts Porter's view of competition as a "win-lose" concept with the idea of "coopetition" where firms can find "win-win" opportunities through cooperation.
This document discusses measuring the brand equity of Indian Premier League (IPL) franchises. It outlines the methodology used, which involves scoring each franchise brand on various attributes of brand strength, determining a royalty rate, forecasting future sales, and discounting future cash flows to calculate brand value. The key franchises with the highest brand values are identified as Kolkata Knight Riders, Delhi Daredevils, and Chennai Super Kings. The franchises with the top brand strength scores are also listed.
Focusing the Brand for the Coming Recoverytslim2009
Ipsos Marketing, Consumer Goods shares strategic advice on how to poise your brand for success during the recovery. The post-recession consumer, the role of value, and how brand perception and customer loyalty should be evaluated in the new economic environment are all important aspects of recovery and subjects of this paper.
Three rules for making a company truly greatPawan Kawan
The document summarizes key findings from a statistical study of thousands of companies that identified several hundred as truly exceptional performers. It discusses three elementary rules that these exceptional companies consistently followed in their strategic choices over decades of success: 1) compete on differentiators other than price (better before cheaper), 2) prioritize increasing revenue over reducing costs (revenue before cost), and 3) be willing to change anything to follow the first two rules. The study found that positions built on greater differentiation through brand or reliability drove higher performance than those based on lower prices. Exceptional companies relied more on gross margins than costs for profitability.
Here is a 30-second television commercial for State Farm Renters Insurance:
Scene 1: A young woman is shown studying at her apartment. Text appears on screen that says "Learn ON."
The woman gets up and walks into her kitchen. Her roommate is cooking and a pot on the stove catches on fire. The roommate panics as the fire spreads.
Scene 2: Text appears that says "Shop ON." The woman calls her State Farm agent on her phone. Her agent answers and says "Don't worry, I've got you covered. With renters insurance, we'll take care of replacing all your belongings."
Scene 3: Text appears that says "Live ON." The next scene shows the
The document discusses ways that brands can leverage secondary associations to build brand equity. It describes how brands can form secondary associations through company branding strategies, country of origin, distribution channels, co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and other third-party sources. Developing these secondary associations can increase brand awareness and strengthen the favorability and meaningfulness of brand associations. The document also discusses tools for measuring sources of brand equity, including qualitative research techniques like free associations and projective techniques, and quantitative measures like awareness, image, brand responses, and brand relationships.
Profitable growth is all about access to the right knowledge
Want to know more?
Competing for growth is a global survey by Ernst & Young
focusing on growth. Through extensive research and conversations with 1,400 senior executives from companies around the world, Ernst & Young has developed key insights into how the world’s leading businesses are returning to profitable growth. To access our insights and learn more about Competing for Growth, contact your local Ernst & Young office or visit
www.ey.com/competing-for-growth
This interim report from Interbrand discusses how leading global brands are navigating challenging market scenarios during the economic crisis. It analyzes brands' performance using a framework that considers the Role of Brand and Brand Strength. Brands that create demand and value even in difficult times will be most successful. The report also outlines four market scenarios brands may face - "The Hurricane" (financial services market turmoil), opportunities to change the Role of Brand, risks when Brand Strength is low, and risks when the Role of Brand and Brand Strength are both low. Regional banks and those focusing on rebuilding trust may weather the storm better than larger banks that have lost consumer confidence.
This interim report from Interbrand discusses how leading brands are navigating challenging market scenarios during the economic crisis. It analyzes brands' performance across two dimensions: role of brand and brand strength. Brands that can increase demand through strong branding may fare better. The report also outlines four market scenarios brands may face - "the hurricane" (severe downturn in financial services), opportunity to change role of brand, need to strengthen weak brands, and making brands relevant. Regional banks with strong trust may benefit compared to larger banks that lost consumer trust.
This document discusses how brands can create financial value through meaningful differentiation and resonance with consumers. It outlines five facets - findability, credibility, vitality, affordability, and extendability - that strong brands use to amplify their differentiation and drive financial growth. Examples are given of how brands like IKEA, Natura, Audi, Dove, and Tropicana have leveraged these facets. The document also summarizes the evolution of BrandDynamics' brand valuation methodology over time.
1) Google has overtaken Apple as the world's most valuable brand, with a brand value of $109 billion compared to Apple's $107 billion.
2) Apple's brand value declined 27% as its technological advantage has diminished and it has failed to generate significant revenue from new products like the Apple Watch.
3) Google remains strong in its core search business, which generates most of its advertising revenue, and has improved its underlying brand equity, helping drive its continued growth.
1110 Eda034 Competing Growth Main Report WebEric Ohlund
1) Companies expect increased competition in the new economy across industries and markets.
2) High performing companies focus on maximizing customer reach, improving operational agility, sustaining cost competitiveness, and building stakeholder confidence.
3) These four areas are interlinked, and the best approach is a balanced focus on all to thrive in the competitive new economic environment.
Brand equity: what's price got to do with it?Kantar
This document discusses how price is an integral part of brand equity, not just a separate factor. It argues that price can be a source of brand identity and meaning. For example, luxury brands derive status from their high prices, while low-cost brands like Ryanair and Walmart have built strong positions through relentless pursuit of low prices. The document also discusses how value perceptions are formed, with consumers weighing price against brand desirability. It concludes that in absence of other differences, lower price is often the deciding factor for consumers and can be a winning brand strategy.
The document discusses strategies for pharmaceutical marketing teams dealing with mature brands facing patent expiration and increased generic competition. It provides several case studies of teams that were able to reduce promotional spending while maintaining or growing revenue through non-personal promotional approaches like telemarketing, digital campaigns, and sample delivery without traditional sales details. One case consolidated multiple agencies for different brands into a single agency, reducing fees by $2 million. Another analyzed patient data to refine a co-pay card program, saving $4.5 million while having no negative revenue impact. A third transitioned an entire field force to a sample delivery-only model, cutting the budget in half while exceeding sales targets.
Article about different competitive strategies and how these relate to basic types of alliances. An introduction to the book Creating Profit Through Alliances
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It summarizes the brand equity analysis conducted in Phase 2 and then performs brand valuation in Phase 3. Key information used includes financial data from 2009-2011, assumed growth rates, and industry benchmarks. The analysis determines the Role of Brand Index and Brand Strength Score for Cadbury Dairy Milk and Cadbury 5 Star. It finds that Cadbury Dairy Milk has high brand strength and moderate role of brand, indicating potential to leverage the brand into new categories like cookies and cakes.
This document proposes a new project called "Project Banzai" to create a new revenue stream for Brand Asset Valuator's (BAV) brand database. It suggests developing an online Brand Asset Index that lists the world's leading brand values and provides tools and analytics. This would establish BAV as the leading resource for measuring intangible brand value and help business decision-makers. The proposal outlines targeting executives, developing mobile applications and content, partnerships, and an annual listing fee model to generate new consulting and subscription revenue for BAV and Young & Rubicam Brands.
This document provides a review and comparison of two models for valuing brands: the Interbrand model and the Brand Capability Value (BCV) model. The Interbrand model values brands based on a company's profits after subtracting capital costs and multiplying by a brand role index. The BCV model values brands based on projected cash flows from branding expenses discounted to present value. The authors propose modifications to the BCV model, including changing how the brand's contribution to cash flows is calculated and using the Capital Asset Pricing Model to estimate the discount rate.
The retail industry in India has experienced rapid growth in recent years but is now facing challenges due to the global economic slowdown. Retail sales growth has declined and profits have been impacted by higher interest costs and operating expenses. Strategies to cope include optimizing costs, improving technology usage, efficient store management, re-evaluating expansion plans, better understanding consumer behavior, forming partnerships, and developing private labels.
This document discusses competitive advantage in mature industries. It notes that in mature industries, opportunities for differentiation advantage have diminished as products become standardized and buyers are more knowledgeable. Cost advantages are also difficult to sustain as process technologies diffuse. However, the document argues that maturity does not preclude opportunities for competitive advantage and innovation. It outlines that in mature industries, competitive advantage is increasingly based on cost leadership rather than differentiation. Effective strategies focus on tightly controlling costs and increasing sales while maintaining product quality and customer service. The document uses McDonald's as an example of a company that achieves cost advantage through stringent control and monitoring of materials and processes.
The document summarizes various theories on the sources of competitive advantage and firm performance, including neoclassical, Bain-type IO, Schumpeter, Chicago School, Coase/Williamson, and the resource-based view. It discusses how Michael Porter built upon these theories in his five forces framework to analyze competition and strategy. Porter's five forces model examines the threat of new entrants, power of suppliers and buyers, substitute products, and industry rivalry to determine a firm's profitability. The document also contrasts Porter's view of competition as a "win-lose" concept with the idea of "coopetition" where firms can find "win-win" opportunities through cooperation.
This document discusses measuring the brand equity of Indian Premier League (IPL) franchises. It outlines the methodology used, which involves scoring each franchise brand on various attributes of brand strength, determining a royalty rate, forecasting future sales, and discounting future cash flows to calculate brand value. The key franchises with the highest brand values are identified as Kolkata Knight Riders, Delhi Daredevils, and Chennai Super Kings. The franchises with the top brand strength scores are also listed.
Focusing the Brand for the Coming Recoverytslim2009
Ipsos Marketing, Consumer Goods shares strategic advice on how to poise your brand for success during the recovery. The post-recession consumer, the role of value, and how brand perception and customer loyalty should be evaluated in the new economic environment are all important aspects of recovery and subjects of this paper.
Three rules for making a company truly greatPawan Kawan
The document summarizes key findings from a statistical study of thousands of companies that identified several hundred as truly exceptional performers. It discusses three elementary rules that these exceptional companies consistently followed in their strategic choices over decades of success: 1) compete on differentiators other than price (better before cheaper), 2) prioritize increasing revenue over reducing costs (revenue before cost), and 3) be willing to change anything to follow the first two rules. The study found that positions built on greater differentiation through brand or reliability drove higher performance than those based on lower prices. Exceptional companies relied more on gross margins than costs for profitability.
Here is a 30-second television commercial for State Farm Renters Insurance:
Scene 1: A young woman is shown studying at her apartment. Text appears on screen that says "Learn ON."
The woman gets up and walks into her kitchen. Her roommate is cooking and a pot on the stove catches on fire. The roommate panics as the fire spreads.
Scene 2: Text appears that says "Shop ON." The woman calls her State Farm agent on her phone. Her agent answers and says "Don't worry, I've got you covered. With renters insurance, we'll take care of replacing all your belongings."
Scene 3: Text appears that says "Live ON." The next scene shows the
The document discusses ways that brands can leverage secondary associations to build brand equity. It describes how brands can form secondary associations through company branding strategies, country of origin, distribution channels, co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and other third-party sources. Developing these secondary associations can increase brand awareness and strengthen the favorability and meaningfulness of brand associations. The document also discusses tools for measuring sources of brand equity, including qualitative research techniques like free associations and projective techniques, and quantitative measures like awareness, image, brand responses, and brand relationships.
Profitable growth is all about access to the right knowledge
Want to know more?
Competing for growth is a global survey by Ernst & Young
focusing on growth. Through extensive research and conversations with 1,400 senior executives from companies around the world, Ernst & Young has developed key insights into how the world’s leading businesses are returning to profitable growth. To access our insights and learn more about Competing for Growth, contact your local Ernst & Young office or visit
www.ey.com/competing-for-growth
This interim report from Interbrand discusses how leading global brands are navigating challenging market scenarios during the economic crisis. It analyzes brands' performance using a framework that considers the Role of Brand and Brand Strength. Brands that create demand and value even in difficult times will be most successful. The report also outlines four market scenarios brands may face - "The Hurricane" (financial services market turmoil), opportunities to change the Role of Brand, risks when Brand Strength is low, and risks when the Role of Brand and Brand Strength are both low. Regional banks and those focusing on rebuilding trust may weather the storm better than larger banks that have lost consumer confidence.
This interim report from Interbrand discusses how leading brands are navigating challenging market scenarios during the economic crisis. It analyzes brands' performance across two dimensions: role of brand and brand strength. Brands that can increase demand through strong branding may fare better. The report also outlines four market scenarios brands may face - "the hurricane" (severe downturn in financial services), opportunity to change role of brand, need to strengthen weak brands, and making brands relevant. Regional banks with strong trust may benefit compared to larger banks that lost consumer trust.
This document discusses how brands can create financial value through meaningful differentiation and resonance with consumers. It outlines five facets - findability, credibility, vitality, affordability, and extendability - that strong brands use to amplify their differentiation and drive financial growth. Examples are given of how brands like IKEA, Natura, Audi, Dove, and Tropicana have leveraged these facets. The document also summarizes the evolution of BrandDynamics' brand valuation methodology over time.
1) Google has overtaken Apple as the world's most valuable brand, with a brand value of $109 billion compared to Apple's $107 billion.
2) Apple's brand value declined 27% as its technological advantage has diminished and it has failed to generate significant revenue from new products like the Apple Watch.
3) Google remains strong in its core search business, which generates most of its advertising revenue, and has improved its underlying brand equity, helping drive its continued growth.
Leggi il dossier completo Global 500, edizione 2017 Agi
1. The document summarizes Brand Finance's methodology for valuing global brands in its annual Brand Finance Global 500 report.
2. Brand Finance values brands using a royalty relief approach, estimating future revenues attributable to the brand and calculating a royalty rate brand owners would pay to use the brand if they did not already own it.
3. Brand strength, sector royalty rates, forecasted revenues, and post-tax discounting are used to determine individual brand values.
1) Google has overtaken Apple as the world's most valuable brand, with a brand value of $109 billion compared to Apple's $107 billion.
2) Apple's brand value declined 27% as its technological advantage has diminished and it has failed to generate significant revenue from new products like the Apple Watch.
3) Google remains strong in its core search business, which generates most of its advertising revenue, and has improved its underlying brand equity, helping drive its continued growth.
Leggi il dossier completo Global 500, edizione 2017 Agi
1) Google has overtaken Apple as the world's most valuable brand, with a brand value of $109 billion compared to Apple's $107 billion.
2) Apple's brand value declined 27% as its technological advantage has diminished and it has failed to generate significant revenue from new products like the Apple Watch.
3) Google remains strong in its core search business, which generates most of its advertising revenue, and has improved its underlying brand equity, helping drive its continued growth.
This document discusses the importance of branding during an economic downturn or recession. It notes that brands can be a company's most resilient asset during challenging times. While recessions negatively impact many businesses, some companies have gained market share when competitors pulled back on marketing. The document advocates effective brand management rather than just maintaining or increasing marketing expenditures. It argues that brands provide value by influencing consumers, investors, and employees. The document also notes that brand value accounted for 33% of market capitalization for top brands in 2001, growing to 38% during the recession, demonstrating the strategic importance of brands.
Nike maintained its position as the world's most valuable apparel brand, with its brand value increasing 16% to $32.4 billion. Zara moved into second place, surpassing H&M which fell to fourth due to struggles with excess inventory. Uniqlo saw the largest growth of any top 10 brand at 48% as its international expansion succeeds. Rolex had the strongest brand rating in the sector with an elite AAA+ score, demonstrating luxury brands' focus on brand strength.
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It determines the brand strength score and role of brand index for Cadbury Dairy Milk and compares it to Cadbury 5 Star. The analysis finds that Cadbury Dairy Milk has a brand strength score of 100 and role of brand index of 45%, indicating it is a high brand strength brand with some dependence on other factors. This positions it well to be extended to other product categories like cookies and cakes.
This presentation provides an introduction to brand valuation and, among other things, discusses some of the more prominent methodologies and why they produce such different results. The presentation looks at the importance of brand valuation but also highlights the criticism of the current methodologies. I am retiring this presentation from my lecture series and in future will integrate brand valuation into a broader presentation on brand measurement.
A distinguishing symbol, mark, logo, name, word, sentence or a combination of these items that companies use to distinguish their product from others in the market. Once a brand has created positive sentiment among its target audience, the firm is said to have built brand equity. Some examples of firms with brand equity - possessing very recognizable brands of products - are Microsoft, Coca-Cola, Ferrari, Sony, The Gap and Nokia.
This document discusses brand equity and how it is created and measured. It defines brand equity as the total value provided by a brand and discusses how brands can build equity through strong brand awareness, positive customer perceptions and associations, loyalty, and experience. It provides examples of brands with high equity like Apple, Coca-Cola, and Porsche. Brand equity is measured using tools that assess brand strength, differentiation, relevance, esteem and knowledge. Developing strong, favorable and unique brand associations over time is key to building brand equity.
The document provides an overview of brand equity including:
1. It defines brand equity as the value customers attach to a brand based on perceptions and associations with that brand.
2. Brand equity can be measured both qualitatively through customer perceptions and associations, and quantitatively through financial valuation methods.
3. Increasing brand equity can be done by strengthening brand loyalty through frequent buyer programs or affinity programs, or by raising price if customers perceive value at the higher price point.
Amazon overtook Apple and Google to become the world's most valuable brand, with its brand value increasing 42% to $150.8 billion. Although Apple held onto second place, its future looks uncertain as it has become overly reliant on iPhone sales. Google dropped to third as its 10% brand value growth was relatively slow, and it lacks the scale and audacity of Amazon's new ventures. Overall, technology brands continue to dominate the ranking, comprising over half of the top 10 most valuable brands.
This document discusses branding and brand equity. It defines branding as differentiating a product or service from competitors through elements like names, terms, symbols or designs. Brand equity refers to the added value a brand name provides in how consumers think of and react to a brand, as well as the profits and market share the brand generates. There are three perspectives of measuring brand equity - financial (price premium a brand commands), brand extensions (leveraging brand awareness to launch related products), and consumer-based (how a brand strengthens consumer attitudes). Strong brands are valuable assets that can benefit companies for generations by building customer loyalty and trust.
Lacking a set standard, the finance function tends to avoid assigning value to its brands, and companies tend to focus instead on qualitative assessments, such as brand awareness, customer engagement and perception of quality. While these metrics can inform growth expectations, they do not assess the true value that the company might have created by growing its brands. This article, sponsored by Oracle, explores the brand valuation conundrum.
Lacking a set standard, the finance function tends to avoid assigning value to its brands, and companies tend to focus instead on qualitative assessments, such as brand awareness, customer engagement and perception of quality. While these metrics can inform growth expectations, they do not assess the true value that the company might have created by growing its brands.
This document discusses building brand equity and strong brands. It provides perspectives on brands, including that brands are no longer built solely through advertising, but through all customer and stakeholder experiences with a company. Strong brands provide competitive advantages like brand loyalty and premium pricing. Building a strong brand requires alignment across the entire organization around a collective vision and brand essence. All departments must understand and embrace the company's brand.
Brand equity refers to the value of a brand and the perceptions that customers associate with it. It is created by factors like brand awareness, experience, quality, loyalty, and associations. Brand value is the financial worth that can be calculated by how much someone would pay for the brand. Conducting regular brand audits examines all aspects of a brand to ensure it is positioned for ongoing success. Building brand equity and value involves increasing awareness of what the brand stands for, deepening customer bonds, providing a seamless experience, showing individual customer value, and ensuring protection and trust.
Relatório: O Futuro Digital do Brasil em FocoMarketingImob
O documento resume as principais tendências do consumo digital no Brasil em 2015, incluindo: 1) O uso de múltiplas plataformas está crescendo, com quase metade da população online acessando conteúdo por desktop e dispositivos móveis; 2) Os dispositivos móveis estão desempenhando um papel cada vez mais importante, com crescimento rápido de usuários exclusivamente móveis; 3) As categorias de conteúdo estão se adaptando com diferentes níveis de engajamento em cada plataforma.
Pesquisa realizada com as 40 maiores incorporadoras e construtoras do mercado imobiliário, refefente ao seus investimentos em mídias sociais. Realizada por Mariana Ferronato - Marketingimob.com
A apresentação descreve a franquia Harcourts, destacando sua experiência no mercado imobiliário desde 1888, seu modelo de negócio baseado em relacionamento com os clientes, e as oportunidades de franquia no Brasil, incluindo os investimentos e contatos necessários.
Pesquisa: Facebook no Mercado Imobiliário - O profissional responsável pelo p...MarketingImob
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3. Brazilian brands:
a universe in
expansion
Over the past two years, Brazil and the As this study reveals, Brazilian brands are
world has seen intense economic instability. well-positioned for the future. The first five
This year’s ranking of Interbrand’s Most brands in this ranking could be among the
Valuable Brazilian Brands reflects the changes 100 most valuable brands of the world,
that have resulted from this turmoil. listed annually in our September Best Global
Brands report. While they lack the greater
Although the crisis has been gentler on Brazil visibility, recognition and international
than most mature international markets, presence to be truly global, it is only a matter
its impact on certain segments of our of time before we see them on the list.
economy has been intense—especially on
those categories that are more dependent
on the growth of the international economy,
like commodities and mining. At the same
time, many of Brazil’s industries proved to be Alejandro Pinedo
well-equipped to resist the peak of the crisis Managing Director of
(the beginning of 2009), and have benefited Interbrand Brasil
from the stability of the domestic context.
As we continue to observe Brazilian brands
through the lens of international marketing,
it is clear that many of them have already
overcome geographic boundaries and are
strongly positioned to seize opportunites
beyond their original territory. The digital and
social media boom means that brands can
travel without visa requirements, transporting
their values and identities throughout the
world. This will only multiply as the Brazilian
economy grows and brands encounter
more opportunities to relevantly compete Regards,
with important markets worldwide.
Best Brazilian Brands 3
4. The Interbrand method
for Brand Assessment
To start, Interbrand compiles a list of Brazilian brands from our 3. The brand must have a broad public profile and awareness
marketing database based on more than 25 years of valuing brands or the brand must be positioned to play a significant role in
and nearly four decades of consulting with organizations in Brazil consumers’ purchase decisions.
and around the world. The company must provide enough information to the market to
enable us to determine the individual financial results of each of its
We then narrow the candidates based on the following criteria brands. That means that companies with several brands, whose
for consideration: consolidated financial data cannot be listed by brand, are not taken
into consideration for the ranking (e.g. BR Foods).
1. The brand’s country of origin must be Brazil.
That means foreign brands with operations in Brazil (e.g.Santander) 4. The Economic Value Added (EVA) must be positive, showing
are not eligible. Brands created in Brazil, even when currently that there is revenue above the company’s operating and
controlled by foreign capital, (e.g. Vivo), are eligible. financing costs.
Companies with negative EVA due to either operational reasons or
2. There must be substantial publicly available financial data. because they use high cost capital are not considered for the ranking.
The company to which the brand belongs to must either be listed
in the Stock Exchange or publish an annual report providing the
necessary accounting and financial information.
4 Best Brazilian Brands
5. Financial Analysis Role of Brand Analysis Brand Strength Score Brand Value
We begin by forecasting the This is a measurement of how This is the measurement of A brand’s value is a financial
current and future revenue the brand influences customer the ability of a brand to ensure representation of a business’s
specifically attributable to the demand at the point of purchase. both demand and earnings earnings due to the superior
branded products. We subtract This is applied to the economic throughout time. Capturing the demand created for its
operating costs from this earnings to arrive at the revenue consumer’s preference means products and services through
revenue to calculate branded that the brand alone generates ensuring loyalty, purchase and the strength of its brand.
operating profit. We then apply (Branded Earnings). We use retention to support future
a charge to the branded profit in-house market research to profits. Our method locates a Brand value is the absolute
that is based on the capital establish individual brand scores discount factor to adjust the financial worth of the brand as
a business spends, versus the against our industry benchmarks expected brand profits to the it stands today. Accordingly, the
money it makes. This gives us a to help us define the role a brand risks, based on the demand levels brand’s value can be compared
business’s economic earnings. plays within the category. For this brand is able to ensure. to the total value of the business.
example, we know that Role of For example, as it would be
All financial analysis is based Brand is traditionally much higher The news this year is that assessed on the stock exchange.
on publicly available company in the luxury category than in Interbrand has updated the
information. An estimate the energy and utilities sector. methodology to assess Brand value can also be compared
for financial reporting is The brand, not the business, Brand Strength. to other tangible and intangible
established from a wide is unarguably the principle assets owned by the business.
range of analysts’ reports. reason why consumers choose What has changed? We adjust the business’s
these goods and services. Now ten factors are considered earnings based on future risk to
for the new Brand Strength: the strength of the brand (i.e.,
Authenticity, Clarity, a net present value or dollar
Commitment, Protection, value in today’s money). In
Ability to Respond, Consistency, doing so, brand value becomes
Differentiation, Relevance, a key performance indicator
Presence, Understanding. for brand strategy and serves
as the overall performance
Why has it changed? measure for all branding
The introduction of new activity and investments.
factors in the Brand Strength
Score answers the need to adjust
the prior brand assessment
methodology. Today we also
consider components associated
to changes in the social and
economical environments, such
as social responsibility, product
design and social media. Also,
it is necessary to consider the
increasing pressure for ROI in
the corporate world.
Brand Revenue Brand Earnings Brand profits
- Operational costs The revenue that the Revenue exclusively
- Taxes brand alone generates generated by the brand.
- Costs of capital
Economic earnings
Brand Strength
Brand revenue
Authenticity
Economic earnings
Economic earnings
Clarity
Commitment
Net Present Value
Brand Earnings
Brand Earnings
Protection
Ability to
Respond
Consistency
Differentiation
Relevance
Presence
Understanding
6. Best Brazilian
Brands 2010
Values in millions of Reais
01 02 03
Itaú Bradesco Petrobras
R$ 20.651 R$ 12.381 R$ 10.805
Setor: Financial services Setor: Financial services Setor: Energy
04 05 06
Banco do Brasil Skol Natura
R$ 10.497 R$ 6.593 R$ 4.652
Setor: Financial services Setor: Food and Beverage Setor: Cosmetics
07 08 09
Brahma Antarctica Vivo
R$ 3.607 R$ 1.753 R$ 1.468
Setor: Food and Beverage Setor: Food and Beverage Setor: Telecommunications
10 11 12
Renner Embratel Banrisul
R$ 780 R$ 730 R$ 645
Setor: Retail Setor: Telecommunications Setor: Financial services
6 Best Brazilian Brands
7. 13 14 15
Lojas Americanas Cyrela Oi
R$ 601 R$ 545 R$ 472
Setor: Retail Setor: Real State Setor: Telecommunications
16 17 18
Braskem TAM Net
R$ 449 R$ 347 R$ 294
Setor: Petrochemical Setor: Airlines Setor: Telecommunications
19 20 21
Marisa Hering Gafisa
R$ 196 R$ 144 R$ 129
Setor: Retail Setor: Apparel Setor: Real State
22 23 24
Havaianas Gol Positivo
R$ 113 R$ 108 R$ 103
Setor: Apparel Setor: Airlines Setor: Tecnology
25
Lopes
R$ 87
Setor: Real State
Best Brazilian Brands 7
8. 01
R$ 20.651
02
R$ 12.381
Itaú Bradesco
In its post merger year, Itaú Unibanco S.A. has proved its Despite the difficult world financial crisis, the bank became
resilience and ability for achievement. In less than six months stronger and managed to improve its results, with a revenue
record time, it integrated new merged divisions that include increase of nine percent. With over 20 million account holders, its
corporate banking, investments banking, brokering, asset support network reached 100 percent of Brazilian municipalities
management, vehicles loan, private banking and the treasury in 2009. Such achievement contributes to delivering the concept
department. It also began migrating checking accounts and of “a present bank”, which is used in its communication.
branches, a task involving 4.9 thousand branches and banking
support points besides over 30 thousand ATMs – all that, without Bradesco’s activities in the last years have allowed it to take part
leaving aside its expansion strategy and results. The bank revenue in the Dow Jones Sustainability World Index. This demonstrates
increased 36 percent in 2009 and it also partnered with the the company’s leadership in monitoring and reducing
country’s car insurance leader, Porto Seguro, and has taken over environmental impacts caused by its activities.
the leading position for the credit card segment in the country.
Due to its size and results, the bank has been getting
international attention, and in 2009 it was the Brazilian leader for
several rankings of the segment: Latin Finance, The Banker, Global
Finance and Euromoney.
Due to the merger and migration process of the Unibanco brand
to Itaú, we did not consider the profit generated by the Unibanco
brand in the assessment of the Itaú brand value.
03
R$ 10.805
04
R$ 10.497
Petrobras Banco do Brasil
Petrobras’ presence in the imagination and life history of most For most of the world, 2009 was a year to recover from the world
Brazilians makes its brand role more relevant than many global financial crisis. For Banco do Brasil it marked a year of growth.
brands in this same category. The company had a revenue increase of 15 percent. It also
completed the acquisition of Banco Nossa Caixa, reaching 17,900
The world economic crisis did not impact the investment potential points of support throughout the national territory and 52.7
of the fourth biggest energy market company in the world. In million customers.
2009, it increased the domestic production of oil by six percent and
has furthered its position as one of the world’s leaders. BB continues to pursue its mission to become a bank that
contributes to the development of Brazil, and its presence
Petrobras has stood out as an innovative company. It has proved beyond boundaries proves this objective: It is physically present
its technological capacity in the exploration of oil in deep waters in 23 countries and in over 1,300 correspondent banks in 144
and captured the world’s attention in regards to pre-salt. It has countries. Its mission to get align more closely with the national
also restated its position as a brand that presents sustainable identity contributes to leveraging the brand image.
solutions through alternative sources of energy, such as
biodiesel, aeolic and solar power.
Values in millions of Reais
8 Best Brazilian Brands
9. 05
R$ 6.593
06
R$ 4.652
Skol Natura
Present in about 20 countries, Skol is the fourth most consumed Natura is the leading brand in Brazil in cosmetics, fragrances,
beer in the world and the first in Brazil. and personal care, as well as in the direct sales segment. In 2009
the company’s revenue was 19 percent higher than that of the
Recognized as an innovative brand, it was the first canned beer previous year. Its international operations continue to grow and
and a pioneer in long neck bottles. It continues to innovate, are responsible for about seven percent of this revenue.
adapt and grow in the market. Another territory occupied by the
brand, aligned with its position, is its presence in events that Its unique sales strategy via interpersonal relations has stayed
have become cultural manifestations, such as the Skol Beats and consistent and allowed Natura to reach the mark of one million
the Skol Sensation. consultants worldwide, all who significantly contribute as brand
ambassadors to its value increase. Its continued development
of innovative products that deliver the company’s sustainability
platform differentiate this brand from competitors.
07
R$ 3.607
08
R$ 1.753
Brahma Antarctica
Present in over 30 countries, Brahma is one of the most popular Antarctica beer is currently the third most consumed beer in the
beer brands in the world and the second most consumed in country. It has been manufactured since 1885 and is present in
Brazil. It has a strong presence in Brazilian territory: Brahma is over 10 countries. With a vast products portfolio, the brand stands
available in over one million points of sale spread throughout out in comparison to competitors. Its visual identity – the penguins
the country. It also counts on 310 franchises all over the on its labels – is one of the biggest equities it has built throughout
domestic territory. the history of its brand.
The brand Brahma was the first brand to sponsor the FIFA Additionally, Antarctica is always looking for something new and
World Cup and the Brazilian national team – brand expressions original to introduce to consumers, which has served it well. The
that are consistent with the product and its target audiences. positive results it has seen through its line extensions Original, and
more recently Antarctica Sub Zero, are testament to this.
Values in millions of Reais
Best Brazilian Brands 9
10. 09
R$ 1.468
10
R$ 780
Vivo Renner
Vivo has been the leader of the mobile telecommunication Renner has been a staple for Brazilians since 1912. It currently
market in Brazil since 2003. In April 2009 the company had relies on 123 stores in 65 Brazilian cities. It is the number
captured 30 percent of the market and ended the year with a one Brazilian brand among garment retailers in the country
three percent increase in its net revenue. and pioneered the concept of developing collections and
organizing stores.
In a segment where companies get a lot of criticism, Vivo has
managed to stay consistent and to stand out in the brand In 2009 it worked to consolidate its presence in the market
management and identity, which also ensures it a place in the by launching ten new stores in different locations. It has also
ranking of the most valuable Brazilian brands. improved the management of its chain of suppliers, introduced
three new brands to the stores, and developed an electronic
commerce outlet. With that, Renner obtained an eight percent
net revenue increase as compared to 2008.
11
R$ 730
12
R$ 645
Embratel Banrisul
Embratel has been highly influential in the evolution of Brazil’s With 82 years of history, Banrisul is present in ten Brazilian states
telecommunications, which explains its wide domination in the through approximately 400 branches. Focusing on the lower
segment. Today, thanks to its good financial health, it is able classes and on small and medium sized companies, it is recognized
to work around the strong competition and the instabilities for being an accelerator of regional socio-economic development.
of the segment. In 2009 its total net revenue increased 8.4
percent, along with the growth of the local services and data It is a brand that is continuously investing in social responsibility.
communication market. Last year alone it invested over R$ 300 million. Proving the growth
potential of their brand, Banrisul ended 2009 with a 10 percent
The company holds the biggest internet infrastructure in Latin higher revenue than in the previous year.
America, both for reach – more than 300 locations all over the
country – and data transmission circuits capacity, domestically
and internationally.
Values in millions of Reais
10 Best Brazilian Brands
11. 13
R$ 601
14
R$ 545
Lojas Americanas Cyrela
Lojas Americanas is currently the biggest player in the Latin Cyrela is one of the leading companies in the civil construction
American e-commerce market. In the last seven years the segment of the country. It has 50 years of history, 37 thousand
company has had a net revenue increase of 27 percent. clients and over 35 million m² of constructed area. The company
currently operates in 16 states and 64 cities in Brazil, and it is also
In 2009, year when the brand celebrated its 80th anniversary, 14 present in Buenos Aires, Argentina, and in Montevideu, Uruguay.
new stores were opened in Brazil. They currently count on over
470 stores all over the country. In 2009, with the public offering of its shares, it acquired 54 new
pieces of land with huge sales potential and they restated its
One of the distinguishing points of Lojas Americanas is their position as undertakers of residential real estate in Brazil.
support structure. Besides the physical chain of stores, it also
offers a wide variety of products and services to clients, traded via Its debut in the ranking is due to its superlative figures, and also to
internet, telephone, catalogues, TV and booths. its clear and consistent brand strategy.
15
R$ 472
16
R$ 449
Oi Braskem
The year of 2009 was a challenge for Oi. The telecommunications In 2009, with the recovery of the domestic market and with the
operator was present all over the country, reaching the mark of opportunities that appeared in the external market, Braskem
over 62 million users. plants carried on operating with high production
rates throughout the year.
With the greatest transmission coverage of Brazil and as the
first operator to provide an integrated offer for fixed telephone, Currently Braskem is the eighth biggest petrochemical company
mobile telephone, wide bandwidth and cable TV, the brand of the world for the manufacturing of plastic resins and the
stands out for its authenticity and challenging position, biggest one in the Americas. It has become a global leader for the
breaking paradigms in a market that responds slowly to production of polipropelene, with capacity to manufacture 2.9
consumer demands. million tons a year.
Braskem is the world pioneer in the production of green plastic,
made of renewable raw materials. When the Braskem brand
introduced this product to the market, besides gaining visibility,
it also established a closer dialogue its customers.
Values in millions of Reais
Best Brazilian Brands 11
12. 17
R$ 347
18
R$ 294
TAM NET
Founded in 1961, TAM is the biggest and oldest airline NET watched the growth of their business and of their brand in
company of Brazil. It is the domestic and international market 2009. The company, which is present in 93 Brazilian cities, has
leader, flying to 42 cities in the country and 18 destinations conquered 50 percent of the clients’ market for cable TV and 38
abroad, using their own aircrafts. percent of the clients’ market for wide bandwidth internet.
Pioneer in the launching of a loyalty program in Brazil, TAM NET constantly invests in research and also stands out for being
currently has 4.7 million members and has already distributed the pioneer in high definition transmissions. It is the biggest
millions of tickets via this channel. cable multi-services company of Latin America and the one that
grows the most in wide bandwidth, cable TV and fixed telephones
The promise “Passion for Flying and Serving” is a commitment in the Brazilian market.
made by the company founder which has been consistent
throughout the years.
19
R$ 196
20
R$ 144
Marisa Hering
Marisa is among the five biggest garment retailers in the country. Hering is one of the biggest and best known retail and garment
It has a chain of over 215 stores all over Brazil, 100 of them design brands in Brazil. It has 244 stores in the country and it
in shopping malls. In 2009 alone, 12 stores were opened. An is also present in Latin America, Middle-East, Asia and Europe.
average of 45 million people go to its stores annually, consuming Its business model, which combines its own production and
over 95 million garment pieces and accessories. the outsourcing of some production phases is what makes it
distinctive in the market.
Every three seconds, a piece of underwear is sold at one of its
chain stores. It is a brand that has been enjoying several achievements and the
success of its business strategy: in the first half of 2009 alone,
sales grew by 53.4 percent when compared to the same period in
the previous year.
Values in millions of Reais
12 Best Brazilian Brands
13. 21
R$ 129
22
R$ 113
Gafisa Havaianas
Gafisa has become a Brazilian real estate giant due to its Founded in 1958, Havainas are synonymous with style and
nationwide presence and diverse offerings. With 54 years of innovation, with 80 percent participation in the Brazilian market. It is
history, it has already completed over 985 undertakings. It is always cited as an example due to its original and
present in 18 Brazilian states and is currently one of the leading flexible brand.
companies in the Brazilian construction market, focusing on the
residential segment. It benefitted from the consistency of its It is present in over 80 countries, and can be found in over
brand manifestations and from the delivery of its products and 200 thousand points of sale. The external market represents
services, in a category that had seen a its image stained by the 13 percent of its manufactured product volume. In Brazil, it
poor performance of several big players in the recent past. continues to grow: 55 new franchises were opened in 2009.
Two out of three Brazilians consume one pair of Havaianas a year.
23
R$ 108
24
R$ 103
25
R$ 87
Gol Positivo Lopes
Founded in 2001, Gol is recognized as Positivo, which debuts on the ranking, is the With over 70 years of existence, Lopes
the brand that made air transportation biggest computer manufacturer in Brazil. In is positioned as the biggest real estate
popular in Latin America. It operates a low 2009 the brand consolidated itself as a leader intermediary and consulting
cost, low rate concept and has an airline in the educational technology segment with business in Brazil.
structure that offers about 860 daily flights 16 percent of the total computers’ market,
to 61 destinations: 50 are domestic and 11 becoming better known – and recognized – Present in the main states of the country,
international. Gol faced a huge challenge in the country. the company has reached the mark of R$
after the brand Varig joined the company 9.3 billion in its sales contracted for 2009,
portfolio and it sought to define a clearer Through its focus to support the growing overtaking its target. It has one of the
portfolio strategy. Still, it has demonstrated demand for computers in Brazil, mainly greatest sales forces of the market, with over
savvy with the internet, hoisting it into the among classes C and D, it has broken its seven thousand real estate agents in about
position of one of the biggest e-commerce own record for units sold. It has proven to 550 points of sale.
companies in Brazil. be a brand with a great capacity to integrate
innovation and its product lines are in
constant renewal.
Values in millions of Reais
Best Brazilian Brands 13
14. Heated economy
and brands
that stand out
The 2010 ranking of the most valuable Brazilian
brands reveals learnings, not only about
market behavior, but also about the social and
economic development of the country.
Banks on the Many brands are in the
front row ranking for the first time
The financial brands occupy several positions It was possible to include these brands thanks
at the top of the Brazilian ranking. These to newly publicly available information. And
brands owe their ranks to solidity, good these “debuts” can be interpreted as a clear
financial performance and trust. They’ve also signal that the market is developing and
attracted plenty of foreign investments to our becoming more experienced very quickly.
economy. Out of the total sum up of all values Some segments have become stronger and
assigned to the brands in this ranking, bank better represented – aside from presenting
brands are responsible for 56 percent. excellent financial results. Beverages,
garments, airlines, technology and
telecommunications are some of them.
Beers: the news
Lower presence
of B2B brands It should come as no surprise that many of
the debuting brands are in the beer market.
In Brazil, role of brand is particularly high
for beer – what brand you drink is a matter
of loyalty. It is a drink that is extremely
B2B brands continue to make an appearance,
connected to the national identity, along with
but there are some noticeable absences. For
soccer and the carnival. We have three very
example, Vale, Usiminas and Gerdau. These
strong and well constructed brands, which
absences are not a coincidence. They are a
also benefit from a huge sales volume and the
result of the world crisis which has had a
small competition with imported products.
direct impact on exports and commodities.
14 Best Brazilian Brands
15. The The strength of the real Potential for Growth
telecommunications estate market
boom
Brazil, a vast developing market, has seen The building firms and companies The lack of tourism businesses in the ranking
a telecommunications boom. This has from the real estate category that are seems a little strange, as we are a country
contributed to a significant brand value present here are the positive result of a with plenty of destinations and leisure
increase in the country. The convergence segment that is resetting the minimum options. There is potential for these brands,
of means – mobile and fixed telephones, requirements for success—such as quality, but socio-economic factors and a market that
internet – have enhanced such offers and seriousness, transparency, long term is not yet well developed have contributed
have generated value for companies. Due to commitment and reliability. Again, access to a slow evolution of tourism brands. The
basic need, Brazil has recently achieved its to credit, investments from abroad, and a category is still working without a defined
target of one cell phone per Brazilian. diversification of offers have boosted strategy and identity. Their approaches
these brands. tends to be highly regional and inconsistent.
Externally, events such as the World Cup
and the Olympic Games will contribute to
the realignment of the sector, working to
make Brazil a popular and world-recognized
destination. The brands that will meet this
challenge are likely to be strong candidates
for the next ranking.
Best Brazilian Brands 15
16. About Interbrand
Interbrand began in 1974 when the world still thought of brands as just another word for logo.
We have changed the dialogue, redefined the meaning of brand management, and continue to
lead the debate on understanding brands as valuable business assets.
We now have nearly 40 offices and are the world’s largest brand consultancy. Our practice
brings together a diverse range of insightful right-and left-brain thinkers making our business
both rigorously analytical and highly creative. Our work creates and manages brand value for
clients by making the brand central to the business’s strategic goals.
We’re not interested in simply being the world’s biggest brand consultancy. We want to
be the most valued.
Activity areas
Brand Valuation
Brand Strategy
We pioneered brand valuation in 1984,
Strategy is the fine art of keeping every
understanding the importance of an
activity and factor in place.
accurate measure of a brand’s worth in
business strategy.
By working closely with our clients, our
Brand Strategy team defines and puts in
As the first company to publicly put a value
place the actions needed to deliver an agreed
on a brand, we have seen the worth of the
result. This will be in line with the overall
brand itself, far outstrip its physical assets.
business strategy behind the brand creation,
This makes our valuation process a uniquely
and ensure the long-term, consistent
valuable strategy and validation tool –
implementation and management of
recognized by businesses, academic and
the brand.
regulatory bodies, and accountancy and legal
practices. For our clients, it is essential for any
Corporate Design
form of investment and marketing decisions.
Visually, a brand must do more than just
To date we’ve conducted several thousand
capture attention, it must capture your brand
valuations, giving us unrivaled breadth and
strategy and bring it to life.
depth of sector knowledge. So, an Interbrand
valuation carries ultimate market credibility.
Our Corporate Design teams create identity
systems that give a visual language to
analytical knowledge and strategic thinking.
That way, we understand how the brand will
be seen and interacted with, as well as the
business context in which it must function.
We identify and utilize every brand touchpoint
– from print to environments – so that we can
create a lasting and coherent brand
identity system.
16 Best Brazilian Brands
17. partner
Interbrand Brasil
Tel +55 11 3707 8500
interbrand.sp@interbrand.com
www.interbrand.com
www.brandchannel.com
Best Brazilian Brands 17