| 2009 Rank | 2008 Rank | Brand | Country of Origin | Sector | 2009 Brand Value ($m) | Change in Brand Value |
|---|
| 1 | 1 |  | United States | Beverages | 68,734 | 3% |  |
| | Coca-Cola is 123 years old and shows no sign of relenting. It is the
number one producer of sparkling beverages by volume and dollars.
It has launched more than 700 products in 2008 around the world,
and its edgy campaigns continue to push boundaries, showing the
rest of the marketing community what it really means to manage a
brand. Worldwide relevance is what defines Coke and it has successfully
maintained its diversified portfolio in more than 200 countries.
This year, the company expanded its Coke Zero brand to 107 countries
and launched a new message for its marketing campaign. The
campaign, “Open Happiness,” was targeted to consumers longing for
comfort and optimism in a tough time.
|
| 2 | 2 |  | United States | Computer Services | 60,211 | 2% | |
| | In this tough market, Big Blue’s revenue is at an all-time high. IBM
received the most U.S. patents (more than 4,000) for the 16th year
in a row, investing heavily in innovation as it continues its progression
from a hardware provider to a software and services solutions
brand. It is the market leader, with expanded presence in more than
170 countries and approximately 65 percent of revenue generated
outside of the U.S. With an advertising channel on YouTube and
announced plans for cloud computing, IBM effectively communicates
its message to the masses.
|
| 3 | 3 |  | United States | Computer Software | 56,647 | -4% | |
| | 2009 marks the first year-on-year decline in Microsoft’s public history,
despite a game console division that continues to be profitable. As
the market matures, the giant faces stiff competition from faster,
quicker rivals. In terms of browsing, Microsoft’s Internet Explorer has
dropped 10 percentage points in market share every two years, while
Mozilla Firefox gains 10 percentage points in the same time period.
Additionally, a US $300 million ad campaign featuring Jerry Seinfeld
and Bill Gates could have fared better with audiences. However,
Microsoft’s Bing, a new search engine that launched in June to great
reviews, is poised to give Google a real run for its money.
|
| 4 | 4 |  | United States | Diversified | 47,777 | -10% | |
| | Despite GE slipping in its position of technology leadership, it is still
better equipped to support future innovations and brand evolution
than other traditional competitors, due to its ability to touch
consumers on an emotional level. This year, its financial services
offering has slipped, particularly the B2C business. Its media business
is also threatening the brand. Additionally, GE faces competition
from Siemens. The good news is that ecomagination is still the most
concise initiative towards sustainability out there, and the brand has
set itself up for growth in the long-term with green technology. After
losing its leadership position in medical technology this year, GE
plans to mimic ecomagination’s success with its major innovation
initiative “healthymagination,” which entails an investment of US $6
billion until 2015.
|
| 5 | 5 |  | Finland | Consumer Electronics | 34,864 | -3% | |
| | Nokia seems to be trailing behind more dynamic smartphone
innovations like Apple’s iPhone and RIM’s BlackBerry. The N97, a
flagship Nseries mobile computer that was first unveiled in December
2008, is designed to address competitive technologies but debuted in
2009 at a much higher price point than Apple’s or RIM’s new offerings.
In fast developing markets, where Nokia leads in market share, the
brand continues its strategy of targeting younger audiences with
trendier design at a relatively lower cost. In the next year, Nokia plans
to be more mindful of the U.S. market by increasing its investments
and developing relationships with wireless carriers like AT&T.
|
| 6 | 8 |  | United States | Restaurants | 32,275 | 4% | |
| | McDonald’s has performed well this year. It now serves six million
more customers each day than it did before the “I’m Lovin’ It” campaign.
Due to its low prices and numerous locations McDonald’s has been
able to continue to grow its sales–and even captured new market
share–with its McCafé and healthier off erings. The brand does face
one struggle: keeping food costs under control. Like other restaurants,
McDonald’s has been hit with higher beef and cheese costs. To
protect its profits, the company was forced to raise the price of its
popular Double Cheeseburger in November and replaced the
sandwich on the Dollar Menu with a new double burger that has one
slice of cheese instead of two. With value being its biggest drawing
factor, McDonald’s will need to proceed cautiously with additional
price changes.
|
| 7 | 10 |  | United States | Internet Services | 31,980 | 25% | |
| | Continued diversification of Google’s business, from new advertising
models to online publishing, drives growth. The common theme is
low price and high functionality with added transparency. Google
Chrome is two times faster than competitors and stole browser market
share equal to third- and fourth-placed competitors within 24 hours.
This year, Google has continued to innovate. It released the Android
phone software on September 2008, which involved disclosing the
source code for the Google phone to engineers around the world. As
the brand grows it has to deal with the inevitable mistrust and ugliness
ascribed to being a very large, diversified, and very profitable company.
|
| 8 | 6 |  | Japan | Automotive | 31,330 | -8% | |
| | In 2008, Toyota saw its first loss in 70 years due to the diffcult
economic situation. Net revenues decreased about 21 percent and
vehicle sales dropped about 15 percent. Even sales of its bestselling
hybrid Prius model slowed down when fuel prices moderated after
the record highs of the summer. There is even talk that the company
may create a separate brand for its Prius, adding larger and smaller
models to the line up. The brand would be similar to Toyota’s
low-priced Scion and would only be offered in the U.S., where the
company did not create a brand around its “Hybrid Synergy Drive“
system. Toyota continues to develop its long-term value, however,
building on its existing green credentials, announcing plans to create
eco-friendly showrooms. By 2011 it expects to have 100 “green“
dealerships, where most parts of the buildings are made of renewable
primary products.
|
| 9 | 7 |  | United States | Computer Hardware | 30,636 | -2% | |
| | In the fast-growing mobile computing market, Intel stands to find
success. Determined to break into this category, the world’s number
one chipmaker announced a partnership with the world’s number
one handset maker in 2009. If it works, the Intel agreement with
Nokia will put its latest chips into the hands of millions of customers.
The line of chips, Atom, is meant to carry Intel into this higher
growth market but has so far faced criticism for its cost and power
consumption. However, Atom is finding success in the low-power,
clutch size netbooks market. With an appeal toward more value
conscious consumers in the midst of recession, netbooks have
allowed Intel to stay both relevant and top of mind while it tries to
crack the code on smaller mobile devices.
|
| 10 | 9 |  | United States | Media | 28,447 | -3% | |
| | Not even the magic of Disney is immune from recessionary pressures-but Disney’s clouds do have silver linings. Although tighter ad
budgets have put pressure on Disney owned networks, magazines,
and Disney.com, the company continues to successfully leverage
its brand in innovative new formats online and offline. This includes
video games, new resorts, and interactive websites such as its
user-generated-content initiative “U Rock.” Disney’s ability to create
appealing promotions has kept the flow of visitors steady from last
year, despite tighter wallets threatening traffic at theme parks.
Meanwhile, the Disney and Pixar brands continue to command
audiences, (with some exceptions) as evidenced by the success of
Up, and a strong content pipeline, including Toy Story 3, which speaks
to a promising future.
|
| 11 | 12 |  | United States | Computer Hardware | 24,096 | 2% | |
| | HP has surpassed Dell as the leading seller of PCs in the U.S., even
with falling sales for the category. Overall globally, HP’s market
share is also on the rise. A 20.5 percent increase follows last year’s
acquisition of service-provider EDS. This year, HP also began a global
review of its media holdings in Asia Pacific, with the focus on
consolidating down to one, key, effective agency. In an increasingly
price driven sector, HP is finding more way to successfully use its
brand to stand apart.
|
| 12 | 11 |  | Germany | Automotive | 23,867 | -7% | |
| | Mercedes-Benz saw sales drop about five percent in 2009 as a result
of the recession. But the brand has made strides in other areas.
Using the slogan “Blue is the new green,” Mercedes sought to raise
acceptance for its high-mileage BlueTEC diesel technology in the
U.S., where diesel is still seen as loud, slow, and smelly. Like many
other carmakers it pushed the development of eco-friendly hybrid
technology. Its luxurious S-class is one of the most fuel-efficient
cars of this segment. Following the general trend, Mercedes drove
brand development away from print and TV marketing. It launched
Mixed Tape Music Magazine, a monthly online music show featuring
video clips by artists like Jennifer Lopez and Mark Ronson and also
strengthened its engagement in New York’s Fashion Week as title
sponsor to increase the brand’s attractiveness among young buyers.
|
| 13 | 14 |  | United States | Personal Care | 22,841 | 4% | |
| | Gillette experienced an increase of net sales this year, with Fusion
and Venus as the largest contributors. Gillette holds strong as the
“best for men” for personal care, owning 70 percent market share
of manual blades and razors. The brand maintains high visibility by
promoting classic and consistent innovation for the category,
renewing celebrity contracts with Roger Federer, Tiger Woods, and
Thierry Henry, and sponsoring the MLB in the U.S. In the digital
space, Gillette expanded its customer dialogue with online shaving
“how tos” and has also seen high growth in developing regions,
driven primarily by the expansion of Fusion and the Prestobarba 3
launch in Brazil.
|
| 14 | 17 |  | United States | Computer Services | 22,030 | 3% | |
| | Cisco is the leader in networking services but is still perceived as
catching up in other parts of the computer services industry. It has a
strong reputation for quality and reliability, boasting more than
a quarter century in this relatively young industry. Its heavy investments
in R&D, and its stated mission to innovate to customers’
needs, signal Cisco’s shift to become a broader provider of hardware
and services, which should increase the role of its brand.
|
| 15 | 13 |  | Germany | Automotive | 21,671 | -7% | |
| | BMW remains relatively healthy even though revenues decreased
about five percent this year. Its dip in profit was mainly attributed
to the high costs to cover risks on used car resale prices and the
softening demand in the economically troubled U.S. market. The
Bavarian carmaker still carried on with its strategy to build highly
efficient cars that promise joyful driving, and to fill niches with
innovative vehicles like the large X6 Sport Activity vehicle and the
5-series GT. Its EfficientDynamics initiative, which includes gadgets
like Brake Energy Regeneration or High Precision Injection, turned
out to be a sales boost with more than one million vehicles sold
worldwide. With its ConnectedDrive concept, BMW pushed
another forward-looking innovation, converting a car into a mobile
communication platform to enhance safety, convenience, and
service quality. The huge numbers of visitors to its recently opened
brand temple, the BMW Welt in Munich, is evidence that BMW
continues to fascinate consumers.
|
| 16 | 16 |  | France | Luxury | 21,120 | -2% | |
| | Louis Vuitton actively continues to expand its retail network, which
now totals 425 stores. Its direct channel through retail has been
instrumental in maintaining a connection with consumers during
the recession. The Louis Vuitton brand is also gathering strong
momentum in China, which now accounts for 20 percent of its
revenue. The “Core Values” campaign, which explores the idea of self-discovery
through traveling and features a series of Annie Leibovitz
portraits of celebrities such as Sean Connery, Catherine Deneuve,
and Mikhail Gorbachev, has received much positive acclaim within
the advertising industry. This has reinvigorated the brand’s status as
a classic. This year, Louis Vuitton also developed the Damier Graphite
range, which includes luggage, shoes, and other accessories that
specifically target men.
|
| 17 | 18 |  | United States | Tobacco | 19,010 | -11% | |
| | Consumers are loyal to the Marlboro brand and it continues to
grow in fast developing markets. However, it is getting tougher and
tougher for cigarette brands each year as governments across the
globe voice their disapproval of the industry. The U.S. saw the
passage of the FDA Tobacco Regulation Bill in June, which provides
the government with extensive power to regulate tobacco products.
Marlboro has been innovating around increasing government
regulations. For example, for smoking indoors in public spaces, it
has created Taboka, a smokeless tobacco. In some of its biggest
markets, Marlboro will face challenges. It will be forced to cover 50
percent of the front and back of its packs with warning labels, end
sweetened and spice-flavored cigarettes, stop color print advertising,
and eliminate labels like “mild” and “light.” The brand’s European
performance, however, suggests it will manage around these hurdles.
|
| 18 | 20 |  | Japan | Automotive | 17,803 | -7% | |
| | Increased motorcycle sales are offsetting Honda’s losses as its auto
sales crumble in the U.S., Japan, and Europe. While Honda’s revenue
has been affected by the recession, the brand continues to build
strength. The fact that Honda never produced large SUVs and trucks
is now an advantage. As other automakers are increasing production
of their small cars, Honda is cashing in on its reputation of reliability,
fuel efficiency, and craftsmanship.
|
| 19 | 21 |  | Republic of Korea | Consumer Electronics | 17,518 | -1% | |
| | Samsung had another successful year. Strong product development
has resulted in global leadership in the television segment, and in
improving its position from the third to second player in mobile
phones. New concept shops have been successful in translating to
a more expert and demanding audience by showing the benefits
of engaging with the brand. However, challenging conditions in
the components business compromised overall brand value
creation last year.
|
| 20 | 24 |  | United States | Computer Hardware | 15,433 | 12% | |
| | The recession won’t take a bite out of this Apple. Declining Mac sales
and fears for the company’s future without brand visionary Steve
Jobs, were outweighed by record high iPod sales, doubling sales for
the iPod Touch, and all-time high market share for Mac OS software.
Price might be a barrier for cost-conscious consumers, but Apple
responded quickly with high margin, low-priced products like the
US $99 iPhone and a new, voice-activated iPod Shuffle. The Apple
brand is the most supported within its industry, and among the
most iconic of relatively young brands in the world.
|
| 21 | 22 |  | Sweden | Apparel | 15,375 | 11% | |
| | Unlike competitors such as the Gap, Swedish clothing store chain
H&M said that it plans to create between 6,000 and 7,000 new jobs
during the year by opening 225 new stores around the world.
H&M continues to diversify with product mix, store expansion,
and design. While CEO Rolf Eriksen’s summer 2009 retirement
has sparked a potential succession issue, H&M’s continued focus on
“nano fashion” (real time adaptability), price, CSR, and fashion
designer collections have helped it grow.
|
| 22 | 15 |  | United States | Financial Services | 14,971 | -32% | |
| | American Express is feeling the effects of the credit crisis, suffering
a surge in delinquencies and job cuts. Its public image has also
suffered from the credit card crisis. Bolstered by its new bank holding
status, the firm has reduced exposure to riskier credit card products
and is focused on its core charge card offering. Its extensive investment
in its brand through advertising, loyalty programs, sponsorships, and
key partnerships show the firm’s focus to solidify the brand’s trusted
and premium image and to maintain the brand’s iconic status.
|
| 23 | 26 |  | United States | Beverages | 13,706 | 3% | |
| | Pepsi is a brand on the rise. In the past year, it went through a
complete design refresh of its entire product line in an effort to spur
sales. It also introduced new, limited edition products such as Pepsi
Natural and Pepsi Throwback–products made with the natural
sugars of the 1970s. Its new campaign, “Refresh Everything” has
been incredibly successful as well, creating buzz in the U.S. This and
the introduction of Pepsi Raw indicate that Pepsi is doing all it can to
catch up to Coke by raising the innovation stakes.
|
| 24 | 23 |  | United States | Computer Software | 13,699 | -1% | |
| | Oracle has seen more category leadership as it beats out competitors
in application sales and new software license revenues. With the
recent purchase of Sun Microsystems, Oracle also acquired MySQL,
and entered the hardware category. Its partnership with HP on a
new database machine puts Oracle on track to steal market share
from both Microsoft and IBM. As Oracle invests US $3 billion a year
in R&D, its future success looks promising.
|
| 25 | 28 |  | Switzerland | Beverages | 13,317 | 2% | |
| | Nescafé, which was founded in the 1930s, still continues to grow
sales today–quite a feat given the recessionary conditions and
pressure from private label store brands in this very mature category.
That said, Nescafé generates most value from its high margins, not
necessarily growth. The brand has approached the challenging market
as an opportunity, increasing ad spend by six percent to consolidate
the customer relationship when media was cheap. Additionally,
Nestlé is dedicating resources to a new campaign for its flagship
brand addressing price, taste, and bean quality. Recently, it has even
made aggressive moves to target a new competitor in instant coffee,
Starbucks VIA.
|
| 26 | 29 |  | United States | Sporting Goods | 13,179 | 4% | |
| | Instead of cutting back like many of its competitors, Nike has done
well by staying the course and moving ahead with big strategic
plans–a move that served it well in the last recession when it then
pulled out ahead of industry leader, Reebok. This year, it unveiled
a line of eco-friendly products, which aim to use sustainable,
recyclable materials. Ultimately, the move should translate into
better profit margins for the future. While there have been layoff s
twice this year–the first time since 1998–indicating problems
with the cost structure during the downturn, Nike is still far ahead
of its closest competitor, adidas.
|
| 27 | 31 |  | Germany | Computer Software | 12,106 | -1% | |
| | With the launch of its new global campaign, “It’s time for a clear new
world,” SAP is focusing its message on the visionary and powerful
real-time role that its software plays in business partnerships.
Having reported heavy investments in R&D for 2008, SAP must keep
its promise clear and its product stronger in an increasingly
competitive market where many are vying for its longstanding
customer base. SAP is doing well by continuing to invest in their
brand as a strategic asset during this economic crisis.
|
| 28 | 35 |  | Sweden | Home Furnishings | 12,004 | 10% | |
| | Despite tightening wallets, IKEA sales are up seven percent year on
year. Now that more people are opting to spend more time at home,
IKEA has taken a new lease on life. It also remains truly popular
online. (IKEA websites are among the most visited, attracting around
450 million visits a day.) Customers still camp out before a new store
opening. This year, IKEA continued to diversify and launched a pay-as-
you-go mobile phone service in cooperation with T-Mobile that is
25 percent cheaper than similar pay-as-you-go offers.
|
| 29 | 25 |  | Japan | Consumer Electronics | 11,953 | -12% | |
| | Sir Howard Stringer has his hands full trying to turn around Sony’s
performance. The appreciation of the yen and the decline of Japan’s
stock market have not helped sales, but the problems for Sony run
much deeper than the economy. Competitors have surpassed its
market share in almost every category that it once dominated.
A dinosaur compared to its peers, Sony must make a major shift.
The few bright spots for Sony this year include the eco-Bravia and
Stringer’s revamp of his management team to include fresh,
young talent.
|
| 30 | 33 |  | United States | Alcohol | 11,833 | 3% | |
| | Budweiser has not been entirely immune (Budweiser and Bud Light
both saw losses in market share despite a growth in volume), but has
fared well through the crisis. It focused on building its value globally,
particularly in Asia Pacific, with a football tie-in campaign in
Vietnam. As China is now the biggest beer market in the world,
Budweiser is building its sales network. It just successfully launched
a new product in the U.S. and Canada, the Corona competitor, Bud
Light Lime. Although the product’s lasting success is unclear, Budweiser
should continue to perform well in the future.
|
| 31 | 30 |  | United States | Transportation | 11,594 | -8% | |
| | With less trade, there are fewer parcels going around. The flow of
goods declined as protectionist tendencies in crisis boosted regulatory
barriers. As a result, UPS’s revenues declined by 13.7 percent. It
will take two years for UPS to get back to where it was last year. UPS
is building a new air hub in China. The reduction of DHL’s presence in the
U.S. is helping it ride out the economic storm with less competition
in its home market. Despite a decline in profits, UPS still invested in
its brand. It spent about US $200 million on ads, sponsored the PGA
Europe, and focused on its UPS YouTube channel and other e-media.
|
| 32 | 27 |  | United Kingdom | Financial Services | 10,510 | -20% | |
| | Relatively resilient to the effects of the global financial crisis, HSBC
was one of the few firms to report a profit for 2008. Despite concerns
of continued subprime mortgage exposure, the HSBC brand is
performing fairly well, in part due to effective leveraging of online
and self-service platforms and a growing exposure to emerging
markets. Capitalizing on the weakened competitive environment,
HSBC has continued to bolster its brand, delivering on its mission
to be the “World’s Local Bank.” It recently completed the acquisition
of Bank Ekonomi in Indonesia, doubling its footprint in the world’s
fourth most populous nation.
|
| 33 | 36 |  | Japan | Computer Hardware | 10,441 | -4% | |
| | Canon’s profit fell 83 percent in the first quarter due to the low sales
of multifunction copy machines and printers. The decline is also due
to the stronger yen, which caused the prices of copiers and printers
to increase. Despite the decline of sales, Canon launched 23 state-of-
the-art digital cameras and camcorders, which were all very well
received. As a result, Canon emerged as number one in the Digital
SLR segment, with 54 percent market share.
|
| 34 | 39 |  | United States | Food | 10,428 | 7% | |
| | Kellogg’s increased its net sales but has still felt price point pressure
from private labels. In an effort to communicate the quality of its
brand to cost-conscious consumers, it has turned its focus from
healthy eating to emphasizing quality products. It introduced 151
new and updated products inspired by worldwide innovation teams
and website activity. The brand has also made several acquisitions
that add to its product portfolio, as well as expanded the distribution
of its North American cereal and snack brands with a “direct store
door” delivery system to ensure prime placement at point of sale.
Online, Kellogg’s is engaging with family-minded consumers via
recipes, coupons, and newsletters. It is also heavily promoting its
partnership with Feeding America, the largest U.S. food bank network.
|
| 35 | 32 |  | United States | Computer Hardware | 10,291 | -12% | |
| | In the first quarter of 2009, HP dethroned Dell as U.S. market share
leader. This was due, in part, to Dell’s failure to fully adopt netbooks
as a flagship product in timely manner. The role of brand is falling in
its sector as well, as consumers focus on price and “bang for the buck”
functionality. Still, despite losing ground to competitors, Dell’s track
record of successful branding and efforts to cater more directly to
needs of customers is allowing it to stay in the mix. Recent efforts
to further target students may help rally Dell’s position and prevent
further losses.
|
| 36 | 19 |  | United States | Financial Services | 10,254 | -49% | |
| | The unstable Citigroup received a government bailout of US $45
billion to keep the business afloat. No longer considered a leader in
financial services, Citi is in survival mode, selling off several businesses
in an effort to streamline operations and focus on core competencies.
The recent shedding of SmithBarney is also indicative of a shift away
from the financial supermarket model that Citigroup has followed
for the past decade. Citi’s troubles have been highly publicized, and
recent moves to increase transparency and overhaul its upper
management may not prove sufficient to rebuild customers’ trust.
|
| 37 | 37 |  | United States | Financial Services | 9,550 | -11% | |
| | As one of the only banks to return a profit in the fourth quarter of
2008, J.P. Morgan is in a better position than many rivals. As a key
player in the consolidation of the U.S. financial industry, the firm
has benefited from the acquisition of Bear Stearns and the further
expansion of its footprint via the purchase of WaMu. These new
divisions will bolster the firm’s capabilities in key areas, but J.P.
Morgan still faces the arduous task of digesting and rebranding
these acquisitions. Worldwide, J.P. Morgan has entered several new
markets in the last year, including Hong Kong and the OTC derivatives
market in Korea.
|
| 38 | 38 |  | United States | Financial Services | 9,248 | -10% | |
| | Like other financial services companies, Goldman Sachs is suffering
the effects of the crisis. However, it is in a more stable position than
many of its competitors. It recently passed the government’s stress
test and is determined not to take any more federal assistance. It
beat its first- and second-quarter forecasts by significant margins
and recently repaid its TARP loan. While Goldman is moving toward
rebuilding and solidifying its customer trust in the brand, the fact
that it is enjoying its profits as high as they were in 2007 has had a
negative impact on its consumer perception.
|
| 39 | 40 |  | Japan | Consumer Electronics | 9,210 | 5% | |
| | Nintendo broadened the gaming population by offering innovative
but easy-to-play games. Wii has become the fastest-selling console
ever. It shipped more than 50 million units of the console since its
launch three years ago. Nintendo reported that profits in 2008 were
the strongest record but said that it would struggle to repeat the
performance as sales of its two main consoles–the Wii and the DS–level off and foreign exchange turmoil destroys margins.
|
| 40 | 44 |  | Canada | Media | 8,434 | 1% | |
| | Thomson Reuters continues on an upward path, securing lead
product ranking in almost every business segment. While the
financial segment of the business has not been immune to the global
recession, its diversified portfolio of audience-specific offerings
allowed it to weather the market turmoil. It is in a strong position
for continued growth. Thomson Reuters’ continued investment in
the brand and strong portfolio of flagship brands is beginning to pay
dividends as the company continues its drive towards becoming
one unified firm.
|
| 41 | 45 |  | Italy | Luxury | 8,182 | -1% | |
| | In 2008, Gucci reinforced its network of directly operated stores
around the world, a strategy that has proven successful in the past.
While sales in Western Europe were mixed, a large retail presence
(particularly in Asia) has proven to be a key asset in the current
climate. It has also helped put an emphasis on its 90-year history of
craftsmanship and heritage. This year, Gucci furthered its expansion
in emerging markets, where sales rose by 21 percent, strongly driven
by China.
|
| 42 | 43 |  | Netherlands | Diversified | 8,121 | -2% | |
| | The Philips brand stands for a broad set of businesses in consumer
electronics, lighting, and healthcare. Its bet on generating innovative
and unique solutions for clients and consumers seems to pay off
in times of economic difficulties. Consumer electronics were most
affected over the last year, but their decline was offset, to some
extent, by brand value growth in the other sectors. Philips is utilizing
its brand as a central organizing principle. The company unites the
business under the master brand and focuses coherently and
consistently on sense and simplicity.
|
| 43 | 58 |  | United States | Internet Services | 7,858 | 22% | |
| | The multi-department retailer is confirming why you are best off
not owning a retail footprint in a recession. Analysts say Amazon has
benefited from the downturn in the U.S., in particular, with struggles
at the Borders book chain and the bankruptcy of Circuit City all
driving traffic to Amazon.com. Amazon’s release of the Kindle and
the continued improvement of its site to enable access from
anywhere have also contributed to its upward path. Additionally,
Amazon.com will begin selling e-books for reading on Apple’s iPhone
and iPod Touch. In the fourth quarter of 2008, Amazon partnered
with manufacturers to reduce packaging with an eye towards
sustainability. Partners include Fisher-Price, Mattel, Microsoft,
and electronics manufacturer, Transcend.
|
| 44 | 51 |  | France | Personal Care | 7,748 | 3% | |
| | The world’s leading cosmetic and mass-market beauty brand continues
to grow its sales, notably strengthening its positioning in Asia as
an expert in Asian skin care, and reinforcing its presence in all regions
worldwide. L’Oréal maintains the number one spot for hair colorants,
and this year set new records for its skin care product sales. It has
conducted thousands of research tests to expand its offering to men
and women of all ages and ethnicities, with L’Oréal reflecting this in
its choice of high-profile spokespeople.
|
| 45 | 47 |  | United States | Computer Services | 7,710 | -3% | |
| | With clients holding back on major transformation programs,
especially where they lead to capital investment, Accenture is
starting to feel the pinch. Its presence is limited to 52 countries
and management and IT consulting, so Accenture must evaluate
its long-term strategy. This year, the business made strides in its
commitment to the environment with its achievement of ISO
14001 certification, which helps organizations better manage
their environmental impact and risk, while demonstrating their
environmental commitment to their stakeholders.
|
| 46 | 46 |  | United States | Internet Services | 7,350 | -8% | |
| | Despite predictions, eBay is not benefiting from the recession. Its
marketplace business posted a 16 percent decline in the last three
months of 2008 and faces tough competition from Amazon.com.
This is linked to the discretionary nature of much of its sellers’
inventory. To consumers, Amazon seems like a less risky place to
shop. Lawsuits from luxury brands, which cost eBay US $32 million
to settle, have cemented its image as a channel that could benefit
from more regulation, as opposed to a managed retail environment.
Still, it remains the most popular option in the start up B2B world to
get wide distribution at a low price with high visibility.
|
| 47 | 48 |  | Germany | Diversified | 7,308 | -8% | |
| | Siemens, like other diversified brands, is struggling with the double
whammy of the financial crisis and its impact on global infrastructure
investment. If it has any growth to look forward to, it will come from
the deployment of state assisted eco/progressive investment projects.
Siemens has also lacked communication of the core brand idea.
Additionally, it does not have any clear sustainability strategy, which
limits its potential. While the brand has made moves to correct this,
like investing in ISE Corporation, which provides environmentally
friendly hybrid technology for heavy-duty commercial vehicles, it
faces fierce competition from businesses like GE. This year, its investment
of US $15 billion in the intellectual foundation of the company,
including new products, training, marketing, and programming may
serve it well.
|
| 48 | 56 |  | United States | Food | 7,244 | 9% | |
| | Although category competition is heating up as lower-price private
labels gain strength, Heinz reported a 12 percent increase in sales
last year. The brand is focusing on a customer-centric health and
wellness model, developing healthier products, eliminating
bisphenol A from packaging, and taking advantage of consumers
dining at home. In 2008, emerging markets accounted for 25
percent of Heinz’s growth, as it promoted flagship products, such
as Heinz Ketchup, in Asia. The brand reports a long-term plan to
increase marketing spend as it widens its consumer base.
|
| 49 | 49 |  | United States | Automotive | 7,005 | -11% | |
| | Ford has seen revenues decreasing, despite early efforts at reinventing
itself. It hopes to become what Chairman William Ford Jr. calls
a “global, green, high-tech company.” Like the other Detroit “Big
Three” it was forced to restructure its brand portfolio by selling weak
brands, but did not succeed in finding a buyer for Swedish carmaker
Volvo. Unlike Chrysler and GM, it was able to avoid filing for Chapter
11. Despite its embattled business, Ford courageously launched one
of the most aggressive vehicle electrification programs in the industry.
By 2012, it plans to produce at least four high-mileage vehicles
that will use the newest forms of battery technology in a family of
hybrids, plug-in hybrids, and battery-powered vehicles. The move to
green will take a long time and it remains to be seen if the consumer
can be convinced that this is more than just greenwashing. In the
meantime, Ford pushed forward its plans of introducing European
compact models like the Fiesta to the U.S. in order to adapt quickly
to the changing consumer needs.
|
| 50 | 62 |  | Spain | Apparel | 6,789 | 14% | |
| | Throughout the downturn, the Spanish clothing chain’s revenue
has continued to increase. Unlike competitors, Zara does not have
an issue with product life cycles, as it has an extremely efficient
turnaround of new products. It is also getting a lot of credit from the
market and analysts for its innovative logistics system, which allows
it to get product from design to shelf months faster than competitors.
The brand is gaining more of a leadership position right now, too,
due to its low price for the latest trends perception. The enigma is
that Zara is not a big advertising spender and instead builds awareness
through word-of-mouth and retail presence.
|
| 51 | 61 |  | United States | Food | 6,731 | 10% | |
| | Wrigley has seen most of its growth come from foreign markets,
with more than 60 percent of sales coming from outside of the U.S.
Orbit varieties are on a continuous flavor rollout, with new flavors
added or cut each year based on consumer feedback and buying
power. This year, Wrigley has embraced the fruit flavored gum
trend, working to introduce a new line of its signature Extra brand
along with the launch of Orbit Mist. It also continues to promote its
brands as part of a healthy lifestyle, with a website feature section
called “Benefits of Chewing.” Under the new ownership of the Mars
umbrella of brands, Wrigley will take on the non-chocolate confectionary
brands, including Skittles, Starburst, Tunes, Lockets, Rondo,
Kenman, Swinkles, and Lucas.
|
| 52 | 57 |  | United States | Personal Care | 6,550 | 2% | |
| | Colgate boasts a 10 percent revenue increase in its oral, personal,
and home care categories. Despite price point and general
competitor pressure, Colgate reports that its toothpaste has gained
market share in countries including the United States, Mexico, Brazil,
and China, with record equity in the U.S. for whitening toothpastes.
Colgate continues sponsorship of dental conventions and dental
professionals to promote its image as the reference brand for oral
health products.
|
| 53 | 55 |  | France | Financial Services | 6,525 | -7% | |
| | AXA has made great efforts to stabilize its business by consolidating
and restructuring across the globe. This has resulted in a new
financial advisory and insurance service, Bluefin, which integrates
a number of AXA-backed companies, and the rollout of a new
corporate communications strategy. In addition to streamlining its
portfolio, AXA is currently in a watching-and-waiting mode as it tries
to reassess its long-term goals and restore consumer confidence.
Accordingly, the brand has not entered any new markets.
|
| 54 | 52 |  | United States | Media | 6,523 | -9% | |
| | MTV is synonymous with youth and change. The brand is attempting
to stay fresh and relevant to its target customers by drawing real
time online audience insights with the help of new partner,
Collective Intellect. A slate of new programming targeted at the
millennial generation aims to turn around the network’s recent
ratings decline, and reestablish the brand’s connection with its core
audience of 12- to 34-year-olds. MTV continues to invest in new
media, with offerings like its “MTV soundtrack” site, which lists all
songs that air on the network’s shows, and offers the opportunity to
purchase them direct from iTunes. The brand has bounced back from
slumps in the past–although continued and lasting success this time
will depend on whether or not its innovations resonate with today’s
increasingly fickle youth.
|
| 55 | 53 |  | Germany | Automotive | 6,484 | -8% | |
| | Due to its wide market coverage, Volkswagen has benefited from
government incentive schemes around the world. The question
remains as to how well a car company can maintain demand and
service its heavy borrowing and capital requirements. Possible
integration with Porsche poses serious risks to management focus
given the identification of cost saving synergies drawn from the
combined group, which may impact the customer experience. With
these sources of uncertainty, the brand has been marked down.
Still, it has a strong position in markets like China and Brazil and has
announced its intent to become the number one carmaker worldwide
in sales volume by 2018. There are signs that the road ahead
looks good too. The Tiguan SUV success story confirms that, despite
being a latecomer in the small SUV segment, its quality vehicles
meet customers’ taste like no other. Volkswagen is keeping pace in
new driving technologies as well. With its BlueMotion program and
its LPG and EcoFuel engines, it already offers a fuel-efficient concept.
|
| 56 | 59 |  | United States | Computer Hardware | 6,431 | 1% | |
| | There has been a slowdown in office equipment sales, but Xerox’s
moves to cut costs put it in a good position early on. But competitors
are facing the same challenges. As the category leader, Xerox is still
assessing and attacking challenges before they arise. Xerox just
introduced a new series of printers for enterprise customers that
are built around a novel, environmentally friendly technology that is
cleaner, costs less, and is more reliable.
|
| 57 | 42 |  | United States | Financial Services | 6,399 | -26% | |
| | The financial crisis hit Morgan Stanley’s brand leadership position.
Despite a strong performance in core business segments, the firm
has reported two consecutive negative quarters. Morgan Stanley’s
move to form a joint venture with SmithBarney shows leadership
focus on reformulating strategy. It is to be seen if and how quickly
Morgan Stanley can recapture some of the brand strength it has lost.
|
| 58 | 63 |  | Switzerland | Food | 6,319 | 13% | |
| | The world’s largest food company keeps moving ahead by maintaining
focus on global growth and development. Doing so has kept its
brand top of mind for consumers. One of the top worldwide
advertisers, Nestlé is also the leader in food safety and quality. It
voluntarily pulls products off the shelves when it doesn’t feel
standards have been met. In developing countries, Nestlé launched
health, water, and nutrition initiative in partnership with governments
and NGOs. Nestlé recently opened an R&D center focused on
health in China, and new African headquarters in Kenya.
|
| 59 | 60 |  | France | Luxury | 6,040 | -5% | |
| | Chanel is expecting some small growth in 2009, although the realities
of the market have stunted some of its innovative marketing
ambitions. For example, Chanel’s Mobile Art Pavilion, an exhibition
of 50 artworks inspired by Chanel bags that garnered much attention,
was called off early due to the economy. Additionally, the brand
still suffers for its popularity among counterfeiters. Chanel remains
the top counterfeit brand in South Korea. However, like other luxury
brands, Chanel’s history and heritage helped it remain relatively
stable–and familiarity with the brand is likely to explode after the
release of the biopic Coco avant Chanel starring Audrey Tautou.
|
| 60 | 66 |  | France | Food | 5,960 | 10% | |
| | Innovation and expansion continue to grow sales for the global food
and beverage powerhouse. The leader of fresh dairy (Danone also
holds the number two and number three positions for bottled water
and medical nutrition respectively) boasts 20 percent market share
worldwide. Decline in dairy sales is a risk for the brand, but Danone
stays focused on high performing brands like Activia and Actimel,
with baby food and medical nutrition bolstering profits. Danone
looks poised for more global reach, having recently raised
US $4.3 billion–its first capital increase in 22 years.
|
| 61 | 64 |  | United States | Restaurants | 5,722 | 3% | |
| | KFC continues to prosper across Asia, with expanding markets in
China and Japan contributing to its gains. Its healthier offerings have
also received a fair share of attention this year in the U.S. However,
not only did the launch of its Kentucky Grilled Chicken meal become
a PR disaster when it could not supply enough coupons to meet
demand, but the move towards grilled chicken also risks potential
confusion about a company dedicated to offering fried chicken.
|
| 62 | 70 |  | Germany | Sporting Goods | 5,397 | 6% | |
| | Adidas has held up well in the downturn by focusing on innovation
and exclusive adidas technology. Some of its popular, newer products
include the Supernova Sequence 2, which reduces impact and forces
pronation velocity. Other new products include ClimaCool, a material
that helps maintain an athlete’s body temperature at a desired 37
degrees, and its co-branding effort with Vespa. Additionally, adidas
developed a new fashion line, adidas SLVR, and its Originals line
celebrated “60 Years of Soles and Stripes” at Milan Fashion Week
Spring/Summer 2009. This year, adidas strengthened its profile in
fast developing markets in Asia, Europe, and Latin America. Adidas is
particularly growing in China where it is on track to generate over
US $1 billion in sales by 2010.
|
| 63 | 73 |  | Canada | Consumer Electronics | 5,138 | 7% | |
| | RIM continues to lead the U.S. smartphone market with the
BlackBerry brand. It is first in smartphones globally with around 16
million subscribers worldwide–double from the previous year.
Overall, BlackBerry must continue to innovate and push its product
line to compete with Apple from a brand standpoint. BlackBerry
has made a more compelling case in the past year, and has likely
elevated the role that brand plays. BlackBerry continues to be the
business phone of choice.
|
| 64 | 65 |  | United States | Internet Services | 5,111 | -7% | |
| | Through Jerry Yang’s failed tenure, Yahoo! showed its cards and lost
its leadership. Yahoo! reported a net loss of US $303 million, or 22
cents a share, compared with a profit of US $206 million, or 15 cents
a share, a year ago. As a result, Jerry Yang had to retire as Yahoo! CEO
and the company was forced to lay off employees. In the next year,
Yahoo! needs to provide consumers with a compelling case as to why
it is relevant. Its recent partnership with Microsoft Bing looks like
a move in the right direction. The deal should accelerate the pace
and scope of Yahoo!’s innovation and give Google a run for its money
by combining both companies’ complementary strengths, creating
better searching, and improving value for advertisers.
|
| 65 | 67 |  | Germany | Automotive | 5,010 | -7% | |
| | Audi’s vehicle sales jumped about four percent and its net profit
increased 30 percent this year. It sold one million cars in a year for
the first time in the company’s history. By 2015 it wants to become
number one in the premium segment and surpass its competitors,
BMW and Mercedes. To strengthen its market position, it introduced
diesel-powered vehicles in the U.S. It continued to complete its
model range and plans to launch an even smaller SUV–as well as
the A1 and A2 in the compact segment–to target buyers of smaller
and efficient vehicles and SUVs. While others are cutting back
marketing efforts, Audi increased its advertising budget in the U.S.,
spending 20 percent more than during the previous year. Nevertheless,
the long-term outlook for Audi, in this premium and highly
discretionary segment, is not all good news. Pursuing a strategy
of range and capacity expansion in a climate of falling demand and
oversupply, especially in its German heartland, represents a significant
risk to the value of the brand.
|
| 66 | 68 |  | United States | Diversified | 5,004 | -5% | |
| | Caterpillar has become a bellwether for decline but also recovery.
Its business is very much tied to Europe and the U.S. where there are
declining markets. The company posted surprisingly good numbers
last quarter after reducing workforce costs, but its revenue is still
down. The question is whether the brand can successfully leverage
its strong Western presence and begin to capture emerging
opportunities. It has already made efforts to expand into China, as
well as other regions, so it has laid the ground work for growth.
|
| 67 | 69 |  | United States | Personal Care | 4,917 | -7% | |
| | Product line simplification is pushing Avon into a “less is more”
product proposition. Avon struggles to innovate and gain market
share against higher-ranked L’Oréal, but its growing sales force (with
former employees from other struggling industries) adds strength to
its direct selling channel. Avon has increased advertising investment,
and supported product launches and charity causes with continued
celebrity endorsement. “Smart value” is Avon’s angle on innovation as
it picks up revenue in Latin America and China.
|
| 68 | 71 |  | Switzerland | Luxury | 4,609 | -7% | |
| | There’s no doubt that luxury watch sales are suffering. Clothing and
accessories have proved more durable during this recession, but
jewelry, in particular, is suffering due to the fact that it’s a more
costly purchase that can be postponed. Still, despite decreasing
sales, Rolex continues to invest in its brand through sponsorships
like Wimbledon. It also avoided the risk of compromising the
integrity of its brand through price drops by personally purchasing
back inventory from dealers who struggled to sell Rolex watches.
The move puts Rolex in a good position. Its short-term losses are
likely to be countered with a steady recovery.
|
| 69 | 72 |  | Republic of Korea | Automotive | 4,604 | -5% | |
| | Hyundai has polished its image over the last year with ambitious
product launches and high-visibility marketing efforts. The Genesis,
which launched in Korea and the U.S., supported by three Super
Bowl advertising spots, is the brand’s first US $30,000-plus sedan.
The hugely successful “Assurance” campaign, built around a promise
to buy back a new Hyundai from a customer if they lost their job, was
truly innovative and struck a chord with the market in the midst of
the economic downturn. Hyundai has ambitious plans to leapfrog
Toyota in green technologies in the U.S. market by 2015, in hopes
that this strategy will win a loyal audience. Its global sponsorship of
the upcoming 2010 World Cup in South Africa will continue to build
awareness and familiarity.
|
| 70 | 76 |  | France | Luxury | 4,598 | 1% | |
| | Leather goods–the brand’s archetypical offering–are holding up relatively
well in the recession. However, Hermès’ strong performance in
leather, accessories, and scarves was offset by weaker performance
in perfumes, watches, and tableware. In line with the category as
a whole, the Asia Pacific region is driving Hermès’ performance,
while sales in the Americas are on the decline. Store openings and
renovations are taking place in 2009, especially in Asia. In an effort
to diversify, Hermès has signed an agreement with a luxury yacht
designer to help develop innovative projects in the yachting world.
|
| 71 | 74 |  | United States | Personal Care | 4,404 | -5% | |
| | Kleenex maintains overall performance, increasing sales by 30
percent in developing and emerging markets and diversifying its
consumer participation campaigns. With lower price competitors
and private labels angling to gain market share in current economic
conditions, Kleenex is asking consumers to “Feel the difference.”
The brand synonymous with its product used proprietary technology
to increase softness and strength and create a new product: Kleenex
Facial Tissue with Lotion. It plans to extend this into other products
in the Kleenex portfolio. Kleenex also reminded consumers why
“It feels good to feel” by launching its largest sampling campaign,
in-store, in-home, and online with user-generated “memories” and
designs. Additionally, it is developing visual trends, which match
patterns and textures to consumers’ lifestyles.
|
| 72 | 41 |  | Switzerland | Financial Services | 4,370 | -50% | |
| | UBS has been hit hard on all fronts. It is buckling under the weight of
poor financial performance and an international tax conflict. Despite
assistance from the Swiss government, the bank has not invested
money in supporting the brand. Brand trust and attachment is
consequently lower than ever. Recent developments resulted in the
loss of key talent to rival institutions. Even if UBS manages to regain
stability, it will have a difficult time rebuilding trust in the brand.
|
| 73 | 50 |  | United States | Automotive | 4,337 | -43% | |
| | The credit crisis has significantly dampened sales even of an iconic
brand like Harley-Davidson. Revenues fell for the second consecutive
year. While sales growth in particularly bouyant markets like Latin
America helped, a 13 percent sales plummet in the U.S. hit hard.
The company continues to focus on reinforcing its heritage, which
remains strong, by opening a Harley-Davidson Museum in
its hometown of Milwaukee to coincide with the 105th anniversary
of the company, and creating a 1940s inspired Cross Bones bike. It
has also been making strides to appeal to younger customers, with
the launch of the Iron 883 in January (with a suggested retail price
under US $8,000) and the Dark Custom.
|
| 74 | 75 |  | Germany | Automotive | 4,234 | -8% | |
| | Porsche announced its best business performance in its history in
2008, with sales in China jumping a whopping 90 percent, despite
a decline in sales in the U.S. and Germany. It continues to introduce
new models, with plans to appeal to a wider, more family-oriented
audience through its launch of the first four-door in the company’s
history. But there are always risks when diversifying a luxury
performance automotive brand into, for example, the “family”
segment. Porsche has seen unrivaled success with its Cayenne
concept, but the question remains as to whether, in the long-term,
value growth will come from new vehicle innovation or turning
attention to the development of the core 911 offer.
|
| 75 | 78 |  | Japan | Consumer Electronics | 4,225 | -1% | |
| | Despite harrowing market conditions and a high yen contributing to
a net loss of US $4 billion for fiscal 2009, Panasonic looks positioned
to emerge strongly when the economy turns. 2008 saw the company
gain access to advanced battery and solar technologies in acquiring
a majority stake in rival Sanyo (it’s currently unclear whether the
Sanyo brand will be subsumed into Panasonic’s) and consolidate its
National range under the Panasonic brand. Panasonic also enhanced
its product eco-credentials captured by the internationally renowned
“eco ideas” strategy and recognized by the Global 100 Most Sustainable
Corporations project. Panasonic continues to pursue strategies
targeting the new middle classes in emerging markets and infrastructural
technologies in a bid to fend off lower-cost competition.
|
| 76 | 80 |  | United States | Luxury | 4,000 | -5% | |
| | Tiffany’ s sales declined most significantly in its U.S. stores, and to
a lesser degree in Asia Pacific and Europe. This has prompted a cost
structure review. The brand continues to receive support, with new
stores opening worldwide and the launch of a US $94,000 diamond
cell phone. It seems the brand may be trying to move away from its
position of “affordable luxury,” and positioning itself as more premium.
|
| 77 | 79 |  | Switzerland | Luxury | 3,968 | -6% | |
| | Cartier’s loyal high-end consumers have left the brand in relatively
good shape during the recession. Now, in an effort to capture the
interest of a younger audience as well, Cartier has become one of the
first luxury brands to embrace social networking sites. The brand’s
MySpace website features exclusive songs from artists such as Lou
Reed, Marion Cotillard, and Phoenix. Cartier also focused on
sustainability efforts with the launch of its “Love Charity” bracelet.
A portion of the sale of each bracelet will be donated to Action
Against Hunger. The international, non-governmental, non-religious,
non-profit organization tackles hunger in 43 countries
worldwide and seeks to alleviate childhood malnutrition.
|
| 78 | 77 |  | United States | Apparel | 3,922 | -10% | |
| | Economic conditions have forced Gap to make serious price
concessions. Gap’s cheap chic is not cheap enough, especially in
comparison to Target, Carrefour, or Wal-Mart. Meanwhile, the brand
continues to lose ground to brands that have bigger ideas, particularly
Zara. In the first quarter, 2009 sales were down 12 percent from 2008,
leading to 53 store closures in the U.S. Gap’s brand architecture is
also dissolving as functional benefits begin to outweigh brand benefits.
2008’s launch of a universal website which allows customers to
purchase from Old Navy, Banana Republic, and Gap in one shopping
cart, with one shipping fee, has led to one diluted brand experience.
|
| 79 | 81 |  | United States | Restaurants | 3,876 | -5% | |
| | Pizza Hut fared well with the increased emphasis on value. This is
probably due to revisions of the menu to include value products, as
well as differentiated products like pasta and wings. Pizza Hut has
also updated the look of its locations to reflect the expanding menu.
It has even branded some stores as “The Hut,” removing Pizza from
its name on boxes and store signs. The question is whether this will
prove to be a good move or one that compromises the core offering
of the brand.
|
| 80 | 92 |  | United States | Personal Care | 3,847 | 7% | |
| | Reassurance and trust have become more important positioning
equities for Johnson & Johnson this year, and the brand is focusing
on relaying this through its messaging. Further integration with
Pfizer has allowed the brand to increase its range of products and to
actively promote health. The official healthcare sponsor of the 2008
Summer Olympics has increased sales in all geographic and
international regions: it holds leading positions in nine of the 15
major categories in which it competes.
|
| 81 | 82 |  | Germany | Financial Services | 3,831 | -5% | |
| | Despite the sale of Dresdner Bank at a significant loss, Allianz’s financial
services segment still managed to contribute a small net profit in
the first quarter. The bank reports that it doesn’t require government
aid, and a return to its core offerings last quarter has also fostered
favorable investor perception. Currently Allianz has plans to expand
its offerings and market by moving into the aviation insurance market
in Australia and New Zealand, widening its life insurance products
into China, and venturing into asset management in India.
|
| 82 | 83 |  | France | Alcohol | 3,754 | -5% | |
| | Consumers’ switch to cheaper champagne or even cheaper sparkling
wines and prosecco, particularly in the developed world, has hurt
Moët & Chandon. Still, the brand has continued to invest in its
image. While it cut its media spending in 2008, it has leveraged its
relationship with the film business by sponsoring film festivals and
becoming the official partner of the Academy Awards. It has also
attached a face to the brand for the first time in the form of movie
star Scarlett Johansson.
|
| 83 | 84 |  | United Kingdom | Energy | 3,716 | -5% | |
| | BP has tried to position itself as the greenest among the traditional
big oil companies and has invested US $8 billion in biofuels and
renewable energy in the last five years. Newly branded products like
Invigorate, an additive formula that helps clean and protect engines,
and the Solar Sail BP demonstration project in China, a science
center powered by solar energy, have all helped boost BP’s “green”
perceptions. A 2008 study shows that BP tops all other brands in the
category. Overall, like Shell, the market is driving the brand’s fall in
profit. Its profit has fallen 18 percent.
|
| 84 | 89 |  | United Kingdom | Alcohol | 3,698 | 3% | |
| | Smirnoff continues to be the global vodka of choice. In 2008, it saw
an eight percent volume increase and a 12 percent sales increase.
It remains one of most marketed spirit brands in the world. It
increased its marketing budget in its home country of the U.K.
substantially in 2008. Smirnoff also saw success by linking its premium
Black Label brand to the James Bond film Quantum of Solace. While
Smirnoff still generally relies on the sale of its original vodka,
it has been trying out moves to taste infused vodkas as well.
|
| 85 | 88 |  | United States | Consumer Electronics | 3,563 | -3% | |
| | The private label trading-down effect has negatively impacted
Duracell, signaling that the brand is having trouble retaining its
attraction to customers who instead go with price as the major
decision-maker. Duracell has combated this with a new ad
campaign “Trusted Everywhere,” that shows how its product is
linked to a heritage of safety, trust, and high performance.
Duracell has also announced a new USB Auto Charger that fits
almost entirely inside the DC outlet of a car or other vehicle.
The charger includes three different connectors to work with
a myriad of different devices.
|
| 86 | 98 |  | Germany | Personal Care | 3,557 | 5% | |
| | The “Most Trusted Brand 2009” in 16 European countries, according
to Reader’s Digest, continues to demonstrate an ability to adapt to
customers’ needs. This year, it saw success with its relaunch of its
men’s products, which it updated with a modern and streamlined
package design. It also updated its NIVEA Visage line, targeted at
girls age 13-19. NIVEA continues to reach out to consumers directly,
getting them to test new products and help improve products
through market research. It also focused on expanding into fast
developing markets, having just inaugurated a new production
plant to manufacture body care products in Shanghai. The factory
will manufacture products that are specially developed for the Asian
market, such as NIVEA for Men, NIVEA Body, and NIVEA Visage.
|
| 87 | 91 |  | Italy | Luxury | 3,530 | -2% | |
| | Prada, like many luxury brands, is investing in new store openings in
cities around the world in an attempt to maintain a relationship and
create an emotional connection with consumers through a retail
footprint. It is also pulling out all the stops to tempt customers inside
its doors. Recently, it invited the world’s most reputable stylists to
revamp its stores in key cities such as London, New York, Milan, and
Paris. So far, its efforts have kept the brand relatively stable.
|
| 88 | 93 |  | Italy | Automotive | 3,527 | 0% | |
| | The economic environment has had far less impact in the premium
sports car segment than the mass segment. People buying something
as high-end as a Ferrari are likely to purchase it regardless
of the economic climate. Revenues increased 15 percent, profit was
up 28 percent, and vehicle delivery increased 1.3 percent from 2008.
North America remained Ferrari’s biggest market but sales were up
in all regions including Eastern Europe, Japan, and China. Ferrari
launched two new models in 2008. One was the California, the
brand’s first coupé-cabriolet model. Ferrari also opened new brand
stores in major international cities. Still, with pressure on luxury
markets the world over, wealth moving from West to East, and new
niche automotive brands joining the fray, the long-term market
outlook for Ferrari is changing, even if its value remained relatively
stable.
|
| 89 | 94 |  | Italy | Luxury | 3,303 | -6% | |
| | Following others in the sector, Armani is investing significantly in
new store openings, including the unveiling of a flagship store in
New York. Armani is also diversifying into luxury hotels and resorts
with a partnership with Emaar Properties. While the tiered lines
within The House of Armani (Emporio Armani, Giorgio Armani,
Collezioni Armani, and the fast growing Armani Exchange) appeal
to varied audiences at a number of different price points, the
diversification sets Armani up for the risk of brand dilution, especially
during a recession.
|
| 90 | 85 |  | United States | Restaurants | 3,263 | -16% | |
| | After 16 years of continuous growth, Starbucks is running out of
steam. This year was met with more than 800 store closings and
the deepest cost cuts in its history. Nearly 30 percent of Starbucks
customers are going less frequently than in the past. 84 percent
cited economic reasons. In reaction to new competition from value-focused
competitors like McDonald’s and its McCafé, Starbucks has
attempted to introduce products focused on value. For instance,
Starbucks launched VIA, a new instant coffee, to be sold in Starbucks
at lower prices. It also tried out breakfast foods. However, while
products such as these may help stimulate Starbucks growth in the
short-term, they’ve also contributed to a diluted brand image.
It is too soon to tell how the return of founder Howard Schultz will
impact the brand in the future.
|
| 91 | New |  | France | FMCG | 3,235 | New | |
| | Thanks to innovation and its partnership with celebrities, Lancôme
has regained relevance. As a French brand it has an image of quality
and exclusivity. In the past year, Lancôme saw growth in emerging
markets. In Russia, nine out of 10 women know the Lancôme brand.
The Rénergie line reinforced its position as an anti-aging skin care
specialist with strong growth, particularly in Asia. The brand also hit
the headlines with the launch of Ôscillation, the first-ever vibrating
“power mascara,” which proved an unprecedented success. The
arrival of the artist Aaron de Mey as artistic director for make-up (the
man who spearheaded the first Pink Irreverence collection) marked
a new era of creativity.
|
| 92 | 97 |  | Netherlands | Energy | 3,228 | -7% | |
| | The economy has put pressure on Shell, which has declined seven
percent in brand value. Choice has been driven by its proximity to
consumers and less by affinity to the brand. However, while not a
high role of brand business, what Shell does it does well. At the
consumer end of its organization, it operates one of the world’s
largest fuel retail networks with approximately 46,000 service
stations in more than 90 countries worldwide. In places like the
U.S., the Middle East, and China, the brand stands for innovation
and new fuel choices (e.g., V Power). Although Shell is making some
efforts to improve its reputation, including investing in developing
biofuels, it lags behind competitors. Also, because its downstream
business continues to be most profitable, it is still greatly focused on
oil and natural gas exploration.
|
| 93 | New |  | United States | Restaurants | 3,223 | New* | |
| | Burger King’s strategy to expand its restaurants around the world,
as well as its recent product and marketing innovations, have been
profitable. It stretched the brand into a new format, launching the
Whopper Bar, a smaller footprint concept celebrating Burger King’s
iconic burger where customers can customize their sandwich. Based
on global consumer insight, the Whopper Bar corresponded well to
expectations and captured the attention of a broad audience, and
delivered on the “Have it Your Way” brand promise. This year, Burger
King also succeeded in increasing its awareness and positioning
among young consumers by using web advertising to present itself
as a relevant and cheeky alternative to McDonald’s. While McDonald’s
is becoming the conventional fast food for family, Burger King is
becoming the nonconformist’s fast food of choice.
|
| 94 | 100 |  | United States | Financial Services | 3,170 | -5% | |
| | With the advantages of a pay-as-you-go lifestyle, there is a surging
popularity of debit card use by American consumers. Visa is well
placed to capitalize on the growth, as it controls two-thirds of the
U.S. debit card market. Total cards carrying the Visa brand rose 10
percent globally to 1.7 billion over the previous year. Additionally,
Visa surged ahead of Mastercard and Capital One in consumer trust.
In March 2009, the company unveiled its first global advertising
campaign, titled “More people go with Visa,” reflecting the company’s
evolution to a single, global company.
|
| 95 | New |  | United States | Computer Software | 3,161 | New | |
| | Adobe achieved record revenue and double-digit growth for the sixth
consecutive year. Adobe has grown through stretching its brand into
new areas, adapting to its consumer base and attitudes. Brand
preference is increasing as sales slump. This is evidenced in the adoption
of new innovations such as Adobe AIR, which had 100 million downloads
in its first year, and the success of Adobe TV, which debuted in
April 2008 to more than 1.5 million views in two months, with video
content designed to educate and inspire creative professionals. Adobe
has managed to command more than 80 percent market share for
online video, due to its ubiquitous Flash software used by YouTube
and the majority of other online media sites. The Adobe Media
Player, which launched in April 2008 with content from CBS, MTV,
PBS, and Scripps Networks, will help maintain its position at the top.
Adobe is also spending more and more on its ad campaigns, which
often showcase user-generated content.
|
| 96 | 90 |  | Japan | Automotive | 3,158 | -12% | |
| | Despite a decrease in sales in the U.S. and Europe, Lexus is still the
number-one-selling luxury auto brand in the U.S. and the market
leader for hybrid cars in the premium segment. Its success is built
on a strong reputation for quality and price points that are lower
than other European imports. In Europe, sales performance was
weak due to its lack of diesel-powered models in the range (unlike
BMW and Mercedes, both offering highly popular diesel engines)
and the fact that its cars are still sold through Toyota showrooms.
Going forward, Lexus is actively trying to move away from its staid
image by positioning itself as high performing, sporty, and exciting.
To do this, it has launched a new “F” range (which stands for
“Flagship”). The first model is the sporty Lexus IS F which retails for
US $56,000. Several more F models are in the pipeline, including
a luxury sedan and an SUV-wagon crossover. The success of this
initiative remains to be seen.
|
| 97 | New |  | Germany | Sporting Goods | 3,154 | New | |
| | PUMA put its best foot forward to compete against Nike and adidas.
It has diversified and expanded its range with its new fragrance,
Urban Motion, and a new women’s PUMA sailing line. Taking cues
from adidas, which enlisted Stella McCartney’s design efforts,
PUMA’s collaboration with Alexander McQueen received buzz.
Recently, it took this a step further with its acquisition of the Hussein
Chalayan fashion label. Chalayan, who won Best British Designer
of the year twice, will supervise the creation and design of PUMA’s
Sportfashion collection.
|
| 98 | New |  | United Kingdom | Luxury | 3,095 | New* | |
| | Burberry has continued to tap into new markets. It just launched its
first children’s wear stores in the U.S. and a new headquarters in New
York on Madison Avenue. Likewise, sales rose not just in the U.S., but
also in Asia Pacific, the Middle East, and Africa. Burberry’s enhanced
focus on denim represents an attempt to diversify by attracting
a younger and trendier customer. While sales driven by a strong
increase in the outdoor and accessories categories grew enough to
secure it a place in this year’s rankings, discounted products have
largely driven Burberry’s profits, which can undermine the equity
built up in the brand.
|
| 99 | New |  | United States | Luxury | 3,094 | New* | |
| | The brand’s lifestyle appeal continues to allow it to develop and
expand products across price tiers and markets without dilution.
Although some may deem Polo Ralph Lauren’s role as the official
outfitter of the U.S. Olympic team as more elitist than athletic,
sponsorships such as this and Wimbledon help to build the brand’s
image globally. This year also saw the launch of an iPhone
application that lets users experience the glamour of the Ralph
Lauren Collection by allowing viewers to look behind the scenes
with its backstage pass photo gallery.
|
| 100 | New |  | United States | FMCG | 3,081 | New | |
| | Campbell’s saw big success with its continued promotion of its
lower-sodium soups, which launched last year, targeted at a health-conscious,
female consumer. With 85 lower-sodium products
already, Campbell’s expects to introduce even more in the next
months. A focused marketing campaign that positioned it as an
iconic, nutritious, and low-cost meal solution stemmed some of
the competition it faces from private label brands. So too did its
collaboration with Kraft Singles to promote soup and grilled cheese
sandwiches as a wallet-friendly meal using coupon inserts. This year,
Campbell’s also struck a rare partnership with the film, The Tale of
Desperaux, which created some buzz. The company’s plan to
aggressively employ shopper insight data to ultimately connect
with and influence shopper at point of sale should put Campbell’s
in a good position for years to come.
|