Best Global Brands 2013 Table of Contents

JEZ GINNI

The New Rules of Brand From Information to Intelligence Leadership is evolving. Leadership 82 2 It must now be shared. Sector Leadership Best Global Brands 2013 86 CEOs, CMOs, and consumers 10 all have the power to Methodology BISH Creative Leadership 120 drive brand value. 70 Contributors ’s New Brand Leaders 126 Brands are where business 74 strategy meets reality. Corporate Citizenship 2.0 78

MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton

In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century?

Driven by rapid technological advancement, the digitization of nearly everything, and the ever more THE NEW RULES OF BRAND LEADERSHIP BRAND OF RULES NEW THE intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership hon-­ ored in times past.

It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interac- tions, new skills and sensibilities are needed. Lead- ership roles are converging, traditional structures are crumbling, the consumer’s voice carries more weight than ever, and less tangible strengths like emotional intelligence and psychological insight are just as key to leading a brand today as the ability to generate high ROI and increased shareholder value.

Best Global Brands 2013 You can’t control the it’s a subtle refinement or a category Today’s leaders face extraordinary conversation—so join it breakthrough, the important thing to remember about innovation is that In the brave new world of social media, when it hits the mark, it’s because a new challenges and must learn to think your brand is increasingly being shaped company has satisfied an unmet need. by consumer opinion and demand—and is decreasingly under your control. As Another thing to remember about inno- differently about their role and how many brands discovered (the hard way), vation is that just because you’ve been something as seemingly insignificant as successful at something historically to fulfill it. Those who do may have an ill-timed tweet can stir up a firestorm doesn’t mean you have to do it forever. of negative publicity. While keeping To be truly innovative, you sometimes communication to a minimum might have to be willing to disrupt yourself. an opportunity to change the world seem the best way to avoid trouble Amazon excels at this. The online behe- online, sitting out of the conversation moth disrupted book publishing, shook may be more risky. up all of retail and later the market it THE NEW RULES OF BRAND LEADERSHIP BRAND OF RULES NEW THE in ways their predecessors never had come to dominate—books—by creat- If you’re not doing what you say you’re ing the Kindle. doing or a mishap occurs, consumers are imagined. eventually going to find out. But being exposed doesn’t have to be a PR disaster— Lead through design it can be an opportunity to open your doors, clear the air, and forge a deeper connection. Design-savvy brands appreciate the value As such, some brand leaders, under- it. What story will unlock your employees’ Consumers can become valuable allies if of aesthetics and realize that consumers

LEAD standably, feel overwhelmed or worry potential or move consumers to identify brands address concerns—whether it’s are just as drawn by a product’s visual that they don’t know everything they with your brand and accept your offer about labor practices, product ingredi- appeal and functional elegance as they need to know to stay on top. All are grap- enthusiastically? ents, or a controversial ad—instead of are by its specs and capabilities. Apple pling with today’s volatile environment dodging issues or attempting to spin re-educated people on the importance in different ways, but all are looking to Look at the marketplace and try to under- them. By opening up a space for real of design. As a result, consumers in- understand the landscape and master stand how it is changing. Peek beyond the dialogue and actually listening to con- creasingly judge the quality of products whatever skills are needed to excel and, visible horizon and imagine where the sumers, you can learn more about what on the basis of appearance—the design, more importantly, to connect and co- world might be, not just next quarter, but people really want, crowdsource ideas or packaging, and interface. In the auto create with consumers in today’s more 5, 10, or 20 years from now. Also, consider gather insights that could help improve industry, research has revealed that collaborative marketplace. To shed light surveying employees and consumers— products and user experience. while consumers traditionally assessed on the leadership challenge before us— their feedback might help you shape a brand’s level of innovation on the basis and the evolving nature of leadership a vision that is timely, relevant, and of technology like GPS systems, they itself—we have identified a few areas speaks powerfully to a collective need. Don’t wait—innovate now take cues about innovation from where brands must pay particular atten- exterior styling as smart features have tion in order to lead effectively in these In recent years, many companies have While some brands stay focused on re- become standard across the industry. tumultuous and exciting times. been so focused on survival that they fining their products and moving tech- neglected to consider what their brands nology forward that is relevant to their Simply put, design matters, and today’s mean—or could mean—to people. Locked industry, other brands take things fur- brands are increasingly aware that con‑ Imagine and advance a vision in austerity mode, they’ve been hunker- ther. Google, for example, has engineers sumers want products to be “pretty” and ing down, reducing costs, increasing and developers at its extreme innovation well-designed. It’s not a huge leap to Leadership only exists in the eye of the margins, and expecting low growth. But lab, Google[x], working on futuristic then assume that aesthetics and superior beholder—the follower. People purchase, if brands really want to harness the power technologies such as its self-driving car functionality will soon be demanded pursue employment with, and recom- and potential of markets, big visions and Project Loon, an internet service in all categories. Similarly, brands mend brands they believe in, so if you have to come back into the game. via balloons in the stratosphere. There themselves will have to evolve their want brand fans, loyalists, and ambassa- is plenty of room for wild ideas and look and feel—from updated logos and dors, you must have a vision of the future fresh approaches—especially those that richer websites to retail spaces that that inspires—and you must communicate just might work. However, whether are not only stylish, but also stream-

4 Best Global Brands 2013 line the shopping ex­perience through and information that shed light on the only way to avoid confusion and your brand and your company’s special- technology. Dazzling consumers, dif- what customers want. improve efficiency—which explains why ized skills to solve them? What role can ferentiating your brand, strengthening companies that operate as a collection consumers play? your image, and nurturing a culture of The catch is that nearly every major brand of silos tend to underperform. innovation—design makes it all possible. is collecting structural data, which attempts to paint a picture of consumers Whether collaborating across silos in your We are all leaders based on transactional behavior. This own organization, partnering with other Invest in people can tell companies where people spend organizations or NGOs, or co-creating Long before the advent of the internet, their money, but it doesn’t reveal a whole with consumers—it is crucial for brands in another tumultuous time in history, There’s an old proverb that says: “If lot about what they think and feel, or to get collaboration right. As the way Martin Luther King Jr. spoke eloquently you are planning for one year, plant why they really buy what they buy. we work continues to change, this fun­ of the “inescapable networks of mutu- rice. If you are planning for 10 years, da­mentally social activity, founded on ality” and reminded us that we are all, plant trees. If you are planning for 100 Going forward, the big challenge will be generosity and openness, will be the regardless of our position, “tied together years, plant people.” If you’re going to parsing through unstructured data. This glue that binds disparate people and in a single garment of destiny.” Consum- stay ahead, you’ve got to have the best will involve combing social media data keeps things running smoothly. ers and brands, too, are now connected in THE NEW RULES OF BRAND LEADERSHIP BRAND OF RULES NEW THE people—and you’ve got to know how to for deeper insights about customer pref- unprecedented ways. retain them. To attract talent, partic- erences—how wide their social groups ularly Millennials, you’ve got to know are, what their interests are, what colors Make CSR strategic—and make In a very real sense, brands and consum- what they’re looking for and how they they prefer, and so forth. As collecting a real difference ers aren’t just “doing business”—­we are judge companies, and then cultivate massive amounts of data becomes the knitting the fabric of global civilization. that kind of culture. norm, the brands that will lead in the Another area ripe for leadership is Cor­ The progress of the world depends on the years ahead will be those that can glean porate Citizenship. With commodity strength of each person’s willingness With more “digital natives” joining your meaning from that data and devise prices rising, resource scarcity becoming to participate, listen, learn, and share.

LEAD ranks, providing an internal infrastruc- actionable strategies to surprise and a reality, and climate change advancing, As each of us develops our leadership ture that feels like the world they love delight customers at every touchpoint. sustainability is no longer just a money- capabilities, the power of our actions, outside of work is one way to keep them saving add-on, it’s a key way to future- thoughts, and example is transmitted to happy and turn them into brand ambas- proof your business. Addressing social others. In turn, they are better able to un- sadors. Internally, do away with outdated Don’t dominate, co-create issues—from poverty to revitalizing public lock their own potential to serve. In this workflow technology and give employees spaces—presents opportunities for your way, consumers and brands, working in the digital tools they are already using. Collaborative leadership is a crucial, business to demonstrate core competen- tandem, can have a far-reaching impact. From flexible hours and daycare services yet poorly understood, new form of cies and show the world how innovative to special perks and continuing education, leadership. and compassionate your organization Today’s leaders face extraordinary new the most admired companies put thought really is. This not only boosts reputation, challenges and must learn to think differ- into creating a place where people want to As organizations slowly diffuse across but also shines a spotlight on what your ently about their role and how to fulfill it. work and take the time to nurture talent time zones and work becomes more company does best. Doing good, in other Those who do may have an opportunity to that will keep their organization strong virtual, the old corporate ladder is being words, is simply good business. change the world in ways their predeces- for years to come. replaced by a corporate lattice that allows sors never imagined. information, development, and recogni- The truth is, if you’re going to maintain tion to flow along horizontal, vertical, the ability to attract investment and tal- Get comfortable with Big Data and diagonal paths. The lattice model ent, lead your industry in innovation, makes it possible to structure work, and inspire consumers with your unique Trendsetters like Apple, our new #1 Best build careers, and foster participation in approach to building a better world, Global Brand this year, and sectors that more collaborative and customized ways. sustainability and corporate social specialize in delivering extraordinary responsibility will increasingly have to service such as hospitality, are con- The fact is, organizations are more be at the heart of your business, not on stantly raising the bar for customer complex than they used to be. Getting the periphery. Rather than supporting a — Jez Frampton satisfaction. What is the role of any product or service into the market cause, especially one that is unrelated to Global Chief Executive Officer lead­ership when it comes to creating involves more people and processes than your core business, consider becoming a Interbrand fantastic brand experiences? Today, it is ever before. With so many moving parts, cause. There are many problems in the absolutely essential to gather insights collaboration across an organization is world—how can you use the power of

6 Best Global Brands 2013 Best Global Brands 2013 01 02 03 04 41 42 43 44 45 46

Apple Google Coca-Cola IBM Accenture Ford Hyundai Siemens Sony + 28% 98,316 $m + 34% 93,291 $m + 2% 79,213 $m + 4% 78,808 $m + 8% 9,471 $m + 15% 9,181 $m + 20% 9,004 $m + 12% 8,536 $m + 13% 8,503 $m – 8% 8,408 $m

05 06 07 08 47 48 49 50 51 52

Microsoft GE McDonald’s Samsung Thomson Citi Danone Colgate Facebook + 3% 59,546 $m + 7% 46,947 $m + 5% 41,992 $m + 20% 39,610 $m – 4% 8,103 $m + 5% 7,973 $m + 6% 7,968 $m + 2% 7,833 $m + 8% 7,767 $m + 43% 7,732 $m

09 10 11 12 53 54 55 56 57 58

Intel Mercedes-Benz BMW Heinz Hermès adidas Nestlé Nokia Caterpillar – 5% 37,257 $m + 17% 35,346 $m + 6% 31,904 $m + 10% 31,839 $m – 1% 7,648 $m + 23% 7,616 $m + 12% 7,535 $m + 9% 7,527 $m – 65% 7,444 $m + 13% 7,125 $m

13 14 15 16 59 60 61 62 63 64

Cisco Disney HP Gillette AXA Dell Xerox Allianz + 7% 29,053 $m + 3% 28,147 $m – 1% 25,843 $m + 1% 25,105 $m + 5% 7,096 $m + 26% 6,897 $m – 10% 6,845 $m + 1% 6,779 $m + 8% 6,710 $m + 26% 6,471 $m

17 18 19 20 65 66 67 68 69 70

Louis Vuitton Oracle Amazon Honda KFC Panasonic Sprite Discovery + 6% 24,893 $m + 9% 24,088 $m + 27% 23,620 $m + 7% 18,490 $m + 25% 6,203 $m + 3% 6,192 $m – 14% 6,086 $m + 1% 5,821 $m + 2% 5,811 $m New 5,756 $m

21 22 23 24 71 72 73 74 75 76

H&M Pepsi American Express Nike Prada Shell Visa Tiffany & Co. 3M + 10% 18,168 $m + 8% 17,892 $m + 12% 17,646 $m + 13% 17,085 $m – 21% 5,724 $m + 30% 5,570 $m + 16% 5,535 $m + 11% 5,465 $m + 5% 5,440 $m + 16% 5,413 $m

25 26 27 28 77 78 79 80 81 82

SAP IKEA UPS eBay Burberry MTV Adobe John Deere Johnson & Johnson Johnnie Walker + 7% 16,676 $m + 8% 13,818 $m + 5% 13,763 $m + 20% 13,162 $m + 20% 5,189 $m – 12% 4,980 $m + 8% 4,899 $m + 15% 4,865 $m + 9% 4,777 $m + 10% 4,745 $m

29 30 31 32 83 84 85 86 87 88

®

Pampers Kellogg’s Budweiser HSBC Kia Santander Duracell Jack Daniel's Avon Ralph Lauren + 15% 13,035 $m + 8% 12,987 $m + 6% 12,614 $m + 7% 12,183 $m + 15% 4,708 $m – 2% 4,660 $m New 4,645 $m + 7% 4,642 $m – 11% 4,610 $m + 14% 4,584 $m

33 34 35 36 89 90 91 92 93 94

J.P. Morgan Canon Zara Chevrolet Kleenex Starbucks Heineken Corona Pizza Hut 0% 11,456 $m + 20% 11,120 $m – 9% 10,989 $m + 14% 10,821 $m New 4,578 $m + 2% 4,428 $m + 8% 4,399 $m + 10% 4,331 $m + 5% 4,276 $m + 2% 4,269 $m

37 38 39 40 95 96 97 98 99 100

Nescafé Gucci L’Oréal Smirnoff Harley-Davidson MasterCard Ferrari Moët & Chandon Gap – 4% 10,651 $m + 7% 10,151 $m + 12% 9,874 $m + 8% 9,813 $m + 5% 4,262 $m + 10% 4,230 $m + 8% 4,206 $m + 6% 4,013 $m + 3% 3,943 $m + 5% 3,920 $m Apple + 28% 98,316 $m Every so often, a company changes our lives, not just with its products, Every so often, a company changes our compared to an average of three percent a lives, not just with its products, but with year for the PC market as a whole. The its ethos. This is why, following Coca-Cola’s iTunes App Store, which turned five this but with its ethos. This is why, 13-year run at the top of Best Global Brands, year, has crossed the 50 billion app download Interbrand has a new #1—Apple. Few mark and the brand’s trendsetting retail brands have enabled so many people to do stores (research company RetailSails) are following Coca-Cola’s 13-year run so much so easily, which is why Apple has performing 17 times better than any other legions of adoring fans. For revolutionizing physical retail store—a fact which seems to the way we work, play, and communicate— justify the trademark Apple received for its at the top of Best Global Brands, and for mastering the ability to surprise distinctive design and layout earlier this year. and delight—Apple has set a high bar for aesthetics, simplicity, and ease of use that With the customer at the nexus of everything Interbrand has a new #1 — Apple. all other tech brands are now expected to it does, Apple continues to respond to emerg- match, and that Apple itself is expected to ing needs, improve its products, and break continually exceed. new ground in design and performance. The next Mac OS X, Mavericks, promises to keep The company has announced that the Mac side, a portfolio of blockbuster products, From our perspective, Apple’s internal users’ digital lives flowing seamlessly from Pro will be assembled in the US, which promising upgrades, and new and improved brand strength has remained steady. CEO device to device, and the new MacBook Air demonstrates that Apple has taken criti- services are sure to remind users—and Tim Cook has assembled a solid team that boasts “all day” battery life. cism over Foxconn worker conditions in investors—what they love about Apple. is aligned around the Apple vision, which China to heart. The brand’s environmental has allowed them to deliver against the Living up to the brand’s iconic “Think commitments also appear to be growing: The focus for the future is clear: Apple must 0 promise time and time again. There’s Different” campaign, Apple’s designers and Apple is still the only company in the tech succeed in slowing Samsung’s momentum been a lot of change at the top in the last engineers reimagined the operating system industry whose entire product line exceeds and capture the booming Chinese mobile 12 months, but the alignment of both hard- that powers the iPhone, iPad, and US Energy Star specifications and a new market. Whether or not the brand can 1 ware and software design under Jonathan iPod touch. Incorporating a more sophis- solar facility—the largest privately owned accomplish this remains to be seen, but Ive is a major step toward maintaining ticated tool to help protect users’ data and solar array in the US—is now fueling its one thing is certain: The world is waiting focus. A shrewd move, perhaps, given the discourage theft, iOS 7’s innovative new North Carolina data center. The company for the next iteration of Steve Jobs’ classic stiffer than ever competition over the last features include an activation lock, which plans to achieve 100 percent renewable “one more thing” announcement, and clear 12 months: Samsung is now the world’s prevents a stolen phone from being re- energy for its data centers and facilities proof of his declaration that the brand’s most profitable smartphone manufacturer, activated, even if a device is wiped. Spec- worldwide and already has a second solar “brightest and most innovative days are Google has expanded Android and its maps ulation is rife about a possible iWatch, facility scheduled to be operational by the ahead of it.” still seem to be the “preferred” route, and with Cook recently hiring former Yves end of the year. In a move that may further Windows Phone 8 certainly raised more Saint Laurent CEO Paul Deneve to head up shore up its reputation, Apple hired former Whether that innovation turns out to be the than a few eyebrows. special projects, which may or may not US EPA chief, Lisa Jackson, as its first VP of iWatch or something completely unexpected, include wearable computer chic, and Nike’s Environmental Initiatives. it’s Apple’s ability to “think different”— Apple reached a financial pinnacle in 2012 FuelBand developer, Jay Blahnik. But the truly different—and to deeply consider our when it became the most valuable company real breakthrough (as if responding to those However, its reputation has taken a few needs that will keep it on, or near, the top of all time. The peak value was not sustained, who questioned the company’s ability to hits this past year, including being found for years to come. however, but the brand’s financial perfor- keep innovating) could be an upcoming guilty by a US court of conspiring with mance in 2012 was even stronger than 2011 smaller, mightier incarnation of the Mac publishers to fix the price of e-books and, on a product and popularity basis, Pro. Leaving the traditional tower behind, bought via iTunes; the ongoing Apple vs. Apple continues to whet appetites for more. the Mac Pro’s new tower is radically differ- Samsung patent trials; allegations around ent: a cylinder-shaped design, built around treatment of workers at a supplier (Foxconn) Today, there are 72 million Macs in use, a thermal core, that is just one-eighth the in China; and a US Senate hearing examin- and in the last five years, Mac sales have volume of the previous machine while ing the company’s “highly questionable” grown an average of 15 percent annually, offering double the computing power. tax minimization strategies. On the plus

12 Best Global Brands 2013 Google Coca-Cola + 34% + 2% 93,291 $m 79,213 $m

If Google’s stream of innovation is anything to remind us that Google is more than a Though the soft drink giant slips to #3 this of its marketing focused on the global, to go by, there’s clearly something in the search engine. The company also remains year, Coca-Cola has enjoyed a long and illus- music-driven “Move to the Beat” campaign water in Mountain View, California. From one of the world’s best places to work, trious reign as our #1 Best Global Brand for for the London Olympic Games, but the making noise for its self-driving cars to with employees enjoying a range of perks, good reason. An enduring classic that has creative output didn’t stop there. Coca-Cola taking advantage of Apple’s Maps fumble to programs to help them do their jobs better, evolved over its 127 years, Coca-Cola remains not only effectively spread its “Open Hap- releasing the straight-out-of-Star Trek Google and encouragement to explore innovative the most recognizable—and one of the most piness” message in more than 200 markets Glass, the company once described as a ideas. Though some are disappointed to see valuable—brands in the world. Guided by around the world, it also created moments search engine has found its voice as a true an end to Google Reader and iGoogle, new its 2020 Vision goals around innovation, of happiness through the award-winning 0 leader of the technology age. Tech-savvy or acquisitions such as Channel Intelligence, focus, and creativity, Coca-Cola achieves “Share a Coke” campaign that puts consum- not, anyone who has continuous, or even an e-commerce optimization site, promise impressive global presence through stand- ers’ names on bottles and cans, and the intermittent, access to the internet is aware to bolster Google Shopping and bring the out ad campaigns, bold design, digital madcap Coca‑Cola Zero “Unlock the 007 in 3 of the brand, and likely a user of at least company closer to direct competition with savvy, and a simple, universally relevant You” stunt that cross-promoted the James one of its numerous offerings. Whether Amazon. With ad spending as a percentage theme that weaves throughout the brand’s Bond Skyfall movie release in the UK. through phone, tablet, computer, or car, of revenue now almost on par with rival communications: happiness. In a nod to Coca-Cola’s innovation pipeline also the brand is ever-present. As powerful as technology companies, Google continues to its creative legacy, Coca-Cola was named extends to its sustainability platform and it is ubiquitous, Google controls about one- work hard on gaining market share in areas Creative Marketer of the Year at the 2013 packaging, promoting healthy living, and third of all online advertising spending, beyond search. Yet, these forays lead to Cannes Lions International Festival of reinventing self-serve beverage dispensers according to eMarketer research. At the significant fragmentation in terms of brand Creativity. During the past year, much with the Coca-Cola Freestyle dispenser. same time, evolutionary changes in core and marketing decisions, and consumers offerings like search, Android (mobile don’t seem to understand how Google’s operating systems), and Gmail continue vast array of products actually tie back to 0 to keep Google ahead of the pack, ensur- search or any unifying theme beyond inno- IBM ing that users who are “one click away” vation for innovation’s sake. While some + 4% from the competition never stray. Google’s confusion still exists between the various 78,808 $m 2 relentless adaptation attests to the fact that brands that make up Google’s portfolio the brand tries to anticipate and fulfill the (e.g., YouTube, Android, and Motorola needs of its consumers across a variety of Mobility) and the “always be in beta” Despite a contraction in revenue, IBM laborative to further foster innovation. This areas. The company is constantly assess- mindset may be a bit lost on lay end-users, still delivered record earnings per share, new approach is already paying dividends ing its products, phasing out services and big bets on innovations that will change margins, and cash flow through 2012 and in the form of IBM’s Watson super- offerings that are no longer relevant or are how the world lives with technology will into early 2013. The brand continues to set computer. IBM, with New York’s Memorial simply unprofitable, and introducing new continue to be what sets Google apart from records in innovation, generating 6,478 Sloan Kettering hospital, announced that ones. This responsive behavior suggests its competitors. patents in 2012, the most US patents for the Watson had completed its “education” on that Google pays attention to what consum- 20th year in a row. Aggressively growing its historical cancer cases and would now be ers like and don’t like—a big reason why presence in emerging markets, IBM opened used as a decision support tool for deter- 0 overall sentiment for the brand is positive. Google, the company 144 offices in those regions in 2012. It fur- mining the optimal cancer treatment in However, the year hasn’t been perfect for ther evolved the Smarter Planet platform, patients. Additionally, Watson demonstrates the company, with anti-trust questions once described as a including targeted offerings such as Smarter the flexibility of Smarter Computing, using 4 being raised in the US and Europe, and its Transportation and Smarter Finance, its Big Data analytics capabilities to provide involvement in the PRISM scandal flying search engine, has all leading to Smarter Cities. Looking to real-time customer relationship manage- in the face of its “don’t be evil” corporate get ahead of the IT industry paradigm ment insights for IBM’s clients. While IBM’s motto. That said, Google’s search engine is found its voice as a shift, it’s also packaging its computing revenue performance continues to be a still outperforming those of rivals Yahoo! capabilities and offerings to build a Smarter point of concern, the brand is hard at work and Microsoft, and experimental efforts true leader of the Computing platform that will be designed solidifying its brand position as a purveyor of like Project Loon, which aims to deliver 3G for Big Data, all while being open and col- business innovation in the 21st century. internet to remote areas via solar-powered technology age. balloons in the stratosphere, continue

14 Best Global Brands 2013 Microsoft McDonald’s + 3% + 5% 59,546 $m 41,992 $m

Microsoft has made significant strides in bold retail strategies like creating more In the wake of its firstglobal sales decline were introduced in response to obesity con- streamlining and integrating its broad than 600 Windows store experiences within in nine years, McDonald’s took drastic cerns and the explosive growth of healthy portfolio, announcing in July 2013 its “One Best Buy locations and price adjustments steps to reaffirm its strong reputation for quick-service eateries. With the modern Microsoft” corporate restructuring that for Surface were deployed to help accelerate consumer responsiveness and adaptability. redesign of its locations, McDonald’s embraces a holistic brand approach across interest and adoption. Despite the brand’s President and CEO Don Thompson replaced repositioned itself to stretch into the more product lines. While CEO Steve Ballmer had challenges, demand is nonetheless increas‑ US President Jan Fields in November 2012 upscale quick-service restaurant space while talked retirement in 2017 or so, he surprised ing for Microsoft’s products and services with Jeff Stranton and named Kevin Newell returning to its original pricing strategy 0 market watchers, announcing in August with business audiences. Its Server and McDonald’s first US Chief Brand Officer in with “Dollar Menu & More,” focusing on 0 2013 that he plans to retire within the next Tools division showed strong performance February 2013, the first such role to steer its offering a wide variety of menu items at lower year. Anticipation is high, yet questions and Microsoft hopes to challenge Amazon American brand strategy. Two months later, price points. Its efforts in sustainability 5 remain as the brand shifts from a software in the enterprise cloud and managed infra- Steve Easterbrook was rehired as Global were also praised, notably its eco-friendly 7 to hardware business. As it continues to structure segments. It’s also making a Brand Officer. Despite a year of change, the London 2012 restaurant during the Olympic move forward with One Microsoft and its bigger bet on mobile, with its USD $7.2 golden arches remains highly relevant to and Special Olympic Games. Growing to commitment to innovation with category- billion acquisition of Nokia’s cellphone 69 million daily consumers through local- 34,000 restaurants globally, McDonald’s topping R&D spend, its efforts may help business. As Microsoft continues to push on ized menu items, consistent global brand continues to focus on Asia, where it must in recovery from lackluster reception of multiple fronts, the brand’s responsiveness expression, and customer experience. find the product sweet spot for consumers Windows 8 and its companion Surface to the sometimes conflicting needs of the PC Menu additions, including the Egg White across the region, a key to successful expan- tablet. The brand struggles as consumer ecosystem and the shifting mobile landscape Delight and Premium Chicken Wraps, sion and relevancy in the market. demand evolves past traditional PCs, but will be critical for shaping its future.

GE Samsung + 7% + 20% 46,947 $m 39,610 $m

As Big Data has become the main frontier Big Data. Seemingly a winning strategy Samsung is a category leader in mobile, digital cameras, and TVs in a bid to differ- for innovation and growth in the market- for the organization, the brand has been surpassing Apple in smartphone sales, entiate its brand in an age when consumers place, GE has stepped up to lead the charge. experiencing slow but steady growth this grabbing 30.3 percent market share of are demanding sharing and accessibility. This year CEO Jeff Immelt announced a year. In 2012, GE’s industrial segment earn- smartphone shipments and making USD The Galaxy S4, marketed as a “life com- commitment to the industrial internet: ings grew 10 percent to USD $15.5 billion. $5.2 billion on handsets in the second panion,” includes features like navigating a bold vision of using GE intelligence and Additionally, GE continues to leverage its quarter. Thanks to innovative products such without touching the screen and built-in technology to converge machines with highly regarded sustainability-focused as the Galaxy S4 and Galaxy Note II and a health monitoring. Its tech-savvy refrigera- 0 intelligent data. The brand has invested ecomagination campaign to drive the massive marketing spend of more than tors track what’s in consumers’ fridges and 0 USD $1.5 billion toward connecting its conversation around Corporate Citizenship, USD $4 billion in 2012 (four times Apple’s suggest recipes, while its Smart TV suggests machines to its enterprise software and the making it the number 25 brand on our Best budget), the brand continues to strengthen what to watch and operates with voice 6 internet. Building capabilities in predictive Global Green Brands 2013 report. Overall, its position globally. With focus on being commands. Samsung is evolving its brand 8 software products, Big Data and analytics, the organization’s revenue has increased to an aspirational brand to its target audience to stand for more than just innovation and and advanced manufacturing, the GE brand USD $241.66 billion from USD $196.24 billion of young consumers, Samsung is wooing strives to live up to its internal ambition is stretching into new territories. Its 2013 in 2011, a sign that the GE business and the Millennials with high-profile partnerships of enhancing the lives of its consumers. “Brilliant Machines” campaign demon- brand are evolving. with celebrities like Alexander Wang, It’s demonstrating how its products lead to strates this move to merge “big iron” with LeBron James, Usher, and Jay Z. Samsung a better life, making good on its vision to continues to focus on connectivity across “inspire the world, create the future.” its portfolio including home appliances,

16 Best Global Brands 2013 “ I think you should rarely follow the rules. If you follow things in a formulaic manner, you will wind up being WRITE the same as everybody else. I think you need to YOUR write your own rules.” OWN — Tim Cook, CEO, Apple RULES Intel Top 10 Brands: A Five-year Snapshot – 5% 37,257 $m 01 Apple 06 GE

$15.4b $21.1b $33.4b $76.5b $98.3b $47.7b $42.8b $42.8b $43.6b $46.9b While Intel is a clear leader in both the PC when CEO Paul Otellini stepped down in and server processor markets, the world’s May. The new leadership team—company 02 Google 07 McDonald’s leading semiconductor company (posting veterans Brian Krzanich as CEO and Renee USD $53.3 billion in sales last year) has James as president—has already reorgan- $31.9b $43.5b $55.3b $69.7b $93.2b $32.2b $33.5b $35.5b $40.0b $41.9b made significant headway in categories ized key business groups and is now beyond its core businesses. Through strate- exploring non-traditional lines of business 03 Coca-Cola 08 Samsung gic relationships with powerhouse brands with the creation of a New Devices division 0 like Microsoft, which made headlines for to focus on emerging trends. This will adapting Windows to run on less power- expose Intel to new competitors, but with $68.7b $70.4b $71.8b $77.8b $79.2b $17.5b $19.4b $23.4b $32.8b $39.6b ful and less expensive processors, Intel is its deep heritage in innovation and as a 04 IBM 09 Intel 9 integrated in devices such as Microsoft’s driver of trust for consumers, Intel will be Surface Pro tablet. An increasing number of competing from a solid brand footing. As Intel-powered smartphones is transforming tablets and smartphones gain ascendancy, $60.2b $64.7b $69.9b $75.5b $78.8b $30.6b $32.0b $35.2b $39.3b $37.2b lives in new markets such as Africa, where the big question for Intel in the years ahead Yolo, a low-cost Android smartphone from is: Can having “Intel inside” be as strong a 05 Microsoft 10 Toyota Kenya’s Safaricom, marks a first for the consumer driver in tomorrow’s world as it brand and the continent. Catching many was in the era of the PC? $56.6b $60.8b $59.0b $57.8b $59.5b $31.3b $26.1b $27.7b $30.2b $35.3b off-guard, a leadership shake-up ensued ’09 ’10 ’11 ’12 ’13 ’09 ’10 ’11 ’12 ’13

Toyota Mercedes-Benz + 17% + 6% 35,346 $m 31,904 $m

Toyota not only distanced itself from the Prius sales pushed boldly past the three With an enduring reputation for excellence Mercedes is making a push to reconfigure challenges of 2010 and 2011 this year, but million mark. The Prius continues to create in engineering, performance, and styling, its sales force to connect with a broader also reclaimed its global sales leadership a powerful halo effect for the brand while it’s no surprise Mercedes is the number one audience. Particularly focused on younger position. Although much of the rebound the flagship mid-cycle Camry can still drive luxury brand in the US and and drivers, 2012’s A-class launch campaign occurred in the US, there is a renewed sales, albeit with increasingly more incen- is gaining ground in China and . featured humorous TV spots, the “A-Rock” sense of energy around the world. Design tives and support. Add in a sleeker Avalon Part of the secret of its success, exemplified concert series with British rock band, is playing a much bigger role, and its new and a completely redesigned Corolla, and by the new S-class, is its ability to strike Placebo, and print ads with a QR code 1 tagline, “Let’s Go Places,” ties together Toyota should soar into 2014. The brand, a balance between its traditional position leading directly to an online hub where 1 the joy and adventure of physically going which topped Interbrand’s Best Global and forward-looking ideas around mobility. visitors could check out vehicle highlights, somewhere while infusing innovation with Green Brands 2013, is a fuel economy leader Mercedes has done just as well in the com- concert clips, and even arrange a test drive. 0 an optimistic outlook, crystallizing and continues to demonstrate strength in pact segment with the A-class line as it has With its 2020 growth initiative focused on 1 the brand’s direction. Toyota’s engagement driving customers to dealerships. For many in the premium segment. Continuing to building the best customer experience, and with customers also continues to pay off, brands, the challenges Toyota experienced respond to a market that is quickly shifting with the introduction of new models under which is evident in a number of key category could have been catastrophic, but the in favor of green technologies, BlueTEC and the theme “heartbeat of a new generation,” rankings and studies. The brand not only brand’s speedy recovery is a testament to hybrid engines will play an important role Mercedes is deftly keeping up with contem- scored well with customers, but has led the its resilience, leadership position, and the in future generations of cars. In addition porary sensibilities while still embodying entire automotive segment nearly every enduring appeal of its offer. to its impressive strides in sustainability, timeless luxury. time. Adding to the list of achievements,

18 Best Global Brands 2013 BMW Disney + 10% + 3% 31,839 $m 28,147 $m

2012 was the most successful year in the sales, followed by Europe. Much depends, Disney continues its multichannel continue to fuel a slew of merchandising history of the BMW brand. The brand however, on how quickly China’s govern- approach to building branded franchises opportunities from toys to rides. Disney topped US luxury auto sales for the year, ment can provide an infrastructure for EVs. that can stretch across the many facets of garnered significant buzz among gamers for and increased car sales 40 percent in the BMW enjoyed a halo effect from sponsoring family entertainment. With both strong its long-anticipated Disney Infinity video Chinese market. Sustainability and urban the London 2012 Summer Olympic Games, horizontal and vertical integration across game platform that debuted August 18, 2013 mobility are a huge focus for the brand, paving the way for its 2013 “Designed for all parts of the Disney-branded empire, the with its Toy Story in Space Play Set. Bridging which is evident in the upcoming launch Driving Pleasure” campaign. BMW’s brand still has a unique ability to take a core the gap between action figures and gaming, 1 of the BMW i3 model. Mobile apps are 360-degree Olympics platform included idea, develop it through film and televi- bringing characters from Disney and Pixar 1 supporting its vision for urban mobility, providing vehicles and bicycles, first-time sion, then extend the property into toys and into a single environment, it’s a prime including Chargepoint, which shares sponsorship of Team USA, and an on-site merchandising, theme parks and resorts, example of Disney’s ability to find ways to 2 information on electric vehicle charging brand pavilion—a significant commitment DVD sales, and video games. Challenges dig deep into its catalog to engage a new 4 stations. Its flagship London showroom for that helped lead to the brand’s biggest year remain, however, particularly around its generation. As long as Disney can continue its i series of electric and hybrid vehicles, to date. As pure driving pleasure and car continued reliance on blockbuster movie to evolve how its core brand delivers against located on the city’s exclusive Park Lane, ownership become less of a demand driver, titles to drive value throughout the ecosys- the ideas that have made it relevant for underlines how BMW is positioning its new BMW must meet consumers’ evolving- tem. As The Lone Ranger’s recent disappoint- generations, the company will continue to range at the premium end of the market. needs while fending off traditional com‑ ing opening illustrates, Disney’s studio be one of the world’s most valuable enter- BMW projects that the US and China will petitors and new entrants such as Tesla. arm can no longer count on box-office hits, tainment and media powerhouses for the be its largest markets for electric vehicle even though solid performers such as Brave foreseeable future.

Cisco HP + 7% – 1% 29,053 $m 25,843 $m

Cisco continues to focus on growing its and fixed connections between people, HP, one of the world’s largest technology product front, HP continues to blur the presence in the B2B space, building on things, and processes.” The result of more organizations, is refocusing on cloud, mo- lines between desktop, laptop, and tablet shifts it experienced last year. Under the than USD $1.5 billion in acquisitions, Cisco bility, Big Data, and a new style of IT. In with mobile all-in-ones (e.g., HP ENVY guidance of CMO Blair Christie, Cisco, a Quantum is part of a broad acquisition June 2013, HP announced a partnership with Rove), tablets with attachable keyboards brand that only a few years ago was known strategy for the brand, including areas such Google to offer small- and medium-sized (HP ENVY x2), and touchscreen desktops for using its “Human Network” campaign as security and virtualization. The company businesses “IT in a Box”—a one-stop-shop that recline. As the PC category contin- to straddle both the corporate and consumer is successfully setting itself up to be a go-to technology solution—as well as launching ues its decline, HP will once again enter 1 worlds, has managed to reposition into for IT leaders looking to make the most out HAVEn, a Big Data analytics platform. In the smartphone market, perhaps before 1 what seems to be a more comfortable role of the new era of interconnected devices, recent years, the brand has undergone the end of 2013. HP has failed here in the as the network enabler of businesses large data, and systems. Cisco’s recent shift to significant changes in both visual identity past with the acquisition and subsequent 3 and small. To help businesses monetize a brand platform focused on “The Internet and tagline—from “Invent” to “Let’s Do shutdown of Palm, so industry pundits see 5 “the data in motion” in their networks, of Everything” suggests that this move isn’t Amazing,” to the current “Make It Matter.” the resurrection of a mobile division as a Cisco launched several mobile solutions just a short-term reaction to immediate Hopefully, HP can stick to this idea and critical moment in HP’s turnaround story. earlier this year, including Cisco Quantum, requirements, but a bigger, longer-term bet make it last; these rapid changes create With the business focused, now is the time enabling greater network programmability. that the world will continue to need a com- the appearance of uncertainty when the to ensure that the brand clearly brings HP Cisco describes data in motion as “real-time pany to guide us through the increasingly company most needs to demonstrate to life across every experience. and near real-time data generated by mobile complex connected world of tomorrow. stability and resolve. On the consumer

20 Best Global Brands 2013 Gillette Oracle + 1% + 9% 25,105 $m 24,088 $m

Gillette maintains its leadership position Gillette sponsors sporting events such as Oracle continues to be a leading provider of developers to share their enthusiasm for thanks to the brand’s internal clarity, ensur- the Gillette Future Champs tournament in business hardware and software systems. Java, expand their technical skills, feel a ing consumers have a distinct understand- Saudi Arabia, and is also featuring McLaren In February 2013, Oracle’s purchase of sense of community, and be active partici- ing of what the Procter & Gamble-owned Racing in ads during the Formula One Acme Packet for USD $2.1 billion not only pants in developing the next generation brand has to offer. P&G commands a whop- season. A sexy integrated marketing enhanced its communications product of Java innovation. Going forward, Oracle ping 70 percent share of the global razors campaign, “What Women Want,” created offering, but also signified its expansion will need to focus on improving its image. and blades market, with Gillette at the significant buzz, featuring Kate Upton, into the networking equipment market. A recent New York Times article noted, “Oracle 1 heart of that success. The brand continues Genesis Rodriguez, and Hannah Simone. In June 2013, Oracle announced that it had is battling an image not of growing up, 1 to benefit from an increase in demand for On the Corporate Citizenship front, Gillette’s formed a partnership with Dell, and later but of growing old.” As brands with loyal men’s grooming products in fast-develop- Boston headquarters is one of 45 P&G that same month, a partnership with users, such as Google, continue to play a 6 ing markets, especially in . One way facilities worldwide to achieve zero waste Microsoft was announced that would leading role in the technology sector, 8 Gillette drives this demand is through its to landfill status, while a UK factory is enable Java developers to use Oracle tools. Oracle must ramp up its brand messag- longstanding strategy of tying its market- composting waste generated from the Days later, Oracle formed alliances with ing efforts and initiatives, establishing ing efforts to sports partnerships. Strategic production of the brand’s shaving foam. both Salesforce.com and NetSuite, two of stronger emotional connections with social marketing generated roughly 870,000 Its commitment to sustainability extends the fastest growing companies in cloud consumers. Doing so will ensure Oracle views of its Facebook page, where, for beyond renewable energy to greener pack- computing. More recently, Oracle empow- remains relevant and will firmly position example, runners could enter their race bib age design that has reduced the weight ered Java and aspiring developers world- the company as an innovative leader in a number and be instantly tagged in photos of its packaging 20 percent and the amount wide, introducing a series of programs to constantly evolving industry. during the Malta Marathon. Additionally, of plastic used by 57 percent. “Make the Future Java.” The programs allow

Louis Vuitton Amazon + 6% + 27% 24,893 $m 23,620 $m

LVMH Moët Hennessy CEO Bernard Arnault on satisfying consumers’ desire for customi- Continually improving the customer expe- luxury goods, social game platforms, and recently told the , “What zation and has succeeded in expanding its rience, Amazon aims to deliver the widest digital music via Autorip. The strategic acqui- interests me is that in 15 years’ time, Louis position in the fast-growing timepieces selection of products at the lowest prices sition of Goodreads, a social book recom- Vuitton is still the leading luxury brand.” market and jewelry. It plans to launch its with minimal hassle. The e-commerce mendation site, builds on Amazon’s well- Louis Vuitton has been reinforcing its posi-­ exclusive LV fragrance from Master Perfumer innovator differentiates itself from rivals established online book retailing expertise, tion within the high-end segment of the Jacques Cavallier-Belletrud next year, as with initiatives such as Amazon Appstore, fostering a community of bibliophiles. luxury market and balancing its massive well as new stores, with openings limited providing a comprehensive mobile experi- The brand has thus successfully built an 1 global presence with the objective of lever- to key countries. Additionally, Louis Vuitton ence. Preinstalled on Kindle and compatible intimate relationship with its customers 1 aging luxury and exclusivity. To prevent has opened two new iconic stores. One is with Android devices, the Appstore makes without being perceived as intrusive. the risk of overexposure, the brand is con- dedicated exclusively to luxury jewels and recommendations based on past purchases However, the issue of tax avoidance in the 7 centrating on limiting its own visibility. is located in Place Vendôme and the sec­ond and offers “coins” to US customers as digital UK demonstrates that Amazon’s expansion 9 The monogrammed product that has helped is its first “Cabinet d’Écriture” on the Place currency. The brand also expanded into new plans must be checked with responsibility Louis Vuitton to attain its strong status with Saint-Germain-des-Prés in Paris, constructing businesses such as TV set-top boxes, online and prudence, or it faces risks to its brand global consumers is becoming synonymous deeper and more substantive engagement advertising, original programming via reputation. Looking ahead, CEO Jeff Bezos with accessible luxury. The 2013 LVMH “Les and storytelling around the art of writing. Amazon Studios for its Emmy award- (who raised eyebrows with his personal sur- Journées Particulières” event allowed the The brand recorded outstanding results winning Prime Instant Video service, and prise purchase of ) and his Louis Vuitton brand to highlight its crafts- because of its ability to move into a more 3-D smartphones. With customers buying an leadership team must be mindful of local manship. The brand has also been focusing high-end segment of the luxury market. estimated 3.5 billion items last year, Amazon needs to deliver a consistent Amazon brand is targeting a wider audience, offering experience to a global audience.

22 Best Global Brands 2013 Honda + 7% 18,490 $m

Honda’s reach comprises motorcycles, power nearly all of the most critical studies, the products, aviation, and robotics, but it Honda brand is rated significantly higher shines in the automotive segment. At the than the average category retention rate. start of 2013, Honda was one of only four In Honda’s case this translates into record brands that sold more than five million sales numbers that are not driven by fleet vehicles. Building on its core volume mod- sales nor incentives. The 2013 incentive-free els—the Accord, Civic, C-RV, and Odyssey— Civic exemplifies the Honda brand at its Honda launched a hybrid Accord and priced best, but going forward Honda cannot just 2 it significantly higher than competitors’ rely on the loyalty producing high-quality, conventional models. Honda has a long reliable vehicles generates. The playing history of innovation and its reputation field continues to get more competitive and 0 for more robust fuel-efficiency technology parity among auto makers will continue to helps support the premium while connect- strengthen. With four major car launches ing with consumers that have stronger out of the way, Honda will need to build environmental awareness. But the brand even closer relationships with its customers also continues to rack up resale value and continue to do what it takes to hold the awards and rankings, further fueling a resale values of the vehicles it produces. high customer retention rate. In fact, in

H&M + 10% 18,168 $m

In spite of economic challenges and weaker only help in marketing, but also influence than expected financial performance in the H&M’s product development. As the world’s first half of 2013, H&M continues to offer largest user of organic cotton, H&M has “fashion and quality at the best price.” furthered its sustainability efforts, High-profile partnerships, historically joining forces with the World Wildlife a successful strategy for the brand, have Foundation (WWF) in a three-year commit- continued with guest designer collabora- ment to improve stewardship of its global tions and celebrity endorsements from style water supply. Shoring up its ethical sourcing 2 icons such as Beyoncé, David Beckham, commitment, H&M signed the Bangladesh “ I wear H&M because I like more gender- and Kanye West. The brand’s debut at Paris Factory Safety Agreement in May of this Fashion Week in February aimed to “sur- year. The brand is expanding its e-commerce 1 neutral clothing. H&M offers smaller sizes prise and inspire customers.” It’s also build- operations, launching its much-anticipated ing credibility in sports apparel, appealing US web store in August 2013, as well as its and different styles that fit my body type to sports buffs with tie-ins in the last year physical footprint, planning 325 new stores. such as the Swedish Olympic and Paralympic H&M must remain relevant and responsive. and make me feel comfortable — both teams, star Thomas Berdych, Appealing to its global audience, emotionally and a special collection of sustainable and in terms of form, fashion, and function, urban cycling wear with London’s Brick will keep H&M at the top of its game. physically and mentally.” — Kristen on H&M Lane Bike. These strategic alliances not

Best Global Brands 2013 Pepsi Nike + 8% + 13% 17,892 $m 17,085 $m

Pepsi is progressing on its reset effort after for more intimate engagement with the Nike continues to cement its reputation as impressive consumer releases of the past two several challenging years. Pepsi’s first global brand. Though the cola category faces the world’s leading innovator in sports- years. It’s a clear signal that Nike has moved campaign, “Live for Now,” has helped challenges, Pepsi has responded positively wear, footwear, and sporting goods. The beyond conventional category boundaries define its purpose, bringing its core values and proactively. In March 2013, the brand brand returned to growth in the past year toward creating a true lifestyle brand. Nike to life. A stronger overall focus on the con- unveiled a new single-serve bottle for its with revenue increasing across every cate- continued partnering with the world’s elite sumer experience is elevating Pepsi’s con- Pepsi trademark portfolio, marking its gory and region, up 16 percent to USD $24.1 athletes, including and LeBron nections with consumers. The brand hired first design update since 1996. The brand is billion, the highest rate in 15 years. Fast James, but the brand also experienced the 2 its first Chief Design Officer, Mauro Porcini, addressing key consumer concerns, such Company recognized Nike’s groundbreaking risk of celebrity endorsements, cutting ties 2 to drive appeal and elicit consumer interest as sugar content, via the lower calorie initiatives, calling it the most innovative with Lance Armstrong after his high-profile through innovation and design. Ongoing version of its flagship beverage, Pepsi Next. company of 2013. The “Flyknit” racer, a shoe doping scandal. Looking to 2014, the FIFA 2 consumer engagement with key celebrity Building a reputation for its environmental created from a single piece of thread rather World Cup presents a real opportunity to 4 integrations, such as making Beyoncé the efforts, Pepsi was awarded the 2012 Stockholm than layers of fabric, is a revolutionary challenge adidas’s football supremacy, given brand’s Creative Director, have revived and Industry Water Award for reducing its sustainable approach to manufacturing that Nike’s sponsorship of host nation . amplified its role as a pop culture icon. water consumption. Delivering a holistic shows Nike is still at the forefront in sporting Nike’s enduring dominance, “always on Viral hits like the “Uncle Drew” videos and expression of its brand and continuing to apparel. Additionally, the game-changing the offense,” lies in the strength of, and the “Wheel of Levy” microsite are winning engage millions of people around the world Nike+ FuelBand, a wearable technology commitment to, its brand, a mythology it fans, while Pepsi Pulse provides consumers through music and digital platforms, Pepsi that records, connects, and inspires the continues to evolve, develop and communi- with real-time, sharable content, allowing is making a comeback. wearer to “just do it,” is one of the most cate in every interaction with consumers.

American Express SAP + 12% + 7% 17,646 $m 16,676 $m

American Express may have been founded in platform. Its third annual Small Business As the role of Big Data and use of mobile and engage employees, and gain real-time 1850, but this hasn’t stopped the credit card Saturday last November saw a record turn- grow exponentially, and at a time when insights, but it’s also committed to making company from finding fresh ways to build out, while OPEN is now helping women 63 percent of global transaction revenue its own business more environmentally relevance and anticipate future needs for its entrepreneurs better compete for gov- touches an SAP system, the brand is evolving sustainable. It’s also strengthening its consumer and business clients. Amex has ernment contracts via the ChallengeHER and expanding its business. SAP experi- human capital and making its workforce continued to invest in meaningful social partnership with the US Small Business enced robust growth, with a 17 percent more diverse. Renewable sources made up and digital experiences, including partner- Administration. Amex has downsized its increase in revenue from 2011 to 2012, and 60 percent of the energy SAP consumed 2 ing with Twitter to enable cardholders to Corporate Travel division while bringing in continued strong growth in the first half last year and in the brand’s 2012 Annual 2 make purchases with a hashtag. As part new customers with its first prepaid card, of 2013. Its focus on two key areas, Big Data Report, it committed to increasing of its digital and mobile commitment, the Bluebird, in partnership with Walmart. analytics and cloud-based solutions, has employee engagement to 82 percent. Earlier 3 brand has made strategic investments in Despite these successes, Amex’s reputation paid dividends. Through its SAP HANA this year, SAP announced that by 2020, one 5 upgrading its technology platforms and re- took a hit when it was fined in October for platform, the brand is bringing its Big Data percent of its 65,000 global workforce will aligning operations to improve productivity violating consumer protection laws. Despite analytics expertise to bear, allowing for be individuals on the Autism spectrum, and service quality, while building capabil- this setback, Amex strives to live up to its real-time analysis of both CRM and ERP leveraging and celebrating their analytical ities for the future. These investments are mission to be “the world’s most respected data, all with cloud infrastructure to reduce and computational skills and perspective. already helping drive higher average spend service brand,” and has been recognized the burden on its clients. Not only is SAP By continuing to focus on innovation, inter- and growth in its cardmember base. The as J.D. Powers’ top US credit card company keenly focused on helping clients more nal brand engagement, and stewardship, iconic brand also continued addressing the since 2007. effectively address efficiency, motivate SAP’s success will also continue. needs of small business owners via its OPEN

26 Best Global Brands 2013 IKEA eBay + 8% + 20% 13,818 $m 13,162 $m

With an intense focus on customer forced meatballs off shelves in more than As CEO John Donah0e puts it, “We are Now app with retail partners including experience and value, IKEA reported an 25 countries. Identifying a weak point in its no longer just an e-commerce company.” Macy’s, Home Depot, and Walgreens, the outstanding 9.5 percent sales growth and online presence, IKEA has announced plans Aggressively moving beyond its legacy as brand is planning to launch the same-day introduced 2,000 new products to its stores to expand its e-commerce availability beyond the web’s communal auction house, eBay is delivery option across the US by the end of in 2012. Working to maintain a relevant in- the 10 countries where it is currently avail- pursuing an ambitious vision. A new logo this year. In a bid to take on Amazon, the store experience, IKEA enhanced delivery, able. In addition to engaging customers and visual identity shows a re-energized service will be available to buyers and sellers assembly, and installation options and digitally, IKEA is addressing internal brand brand on the offensive, setting its sights in the same area for ebay.com transactions 2 opened 11 stores in nine countries, includ- engagement with plans for a new “people beyond its traditional space. The brand is valued at least USD $25. Responding to the 2 ing its first South American store in the strategy” for its 139,000 employees, build- already a leader in e-commerce, an industry reputational threat of vendors misusing Dominican Republic, and released plans ing on its values, clearly explaining the expected to grow to USD $40 billion this its platforms, eBay proactively supports 6 to open at least 200 stores within the next brand’s objectives and introducing key year, and where it’s facing competition legitimate sellers with its Seller Protection 8 eight years. Now operating in 40 countries, performance indicators. With Millennials from the likes of Square, Google, Apple, and Policy and team. Its zeal for innovation is notably gaining presence in Asia and the making first-home purchases and housing Visa. As its pop-up interactive storefronts in only one part of the story, however, as eBay Middle East, the brand also became one of markets rebounding in key territories like New York with Kate Spade Saturday recently must communicate the emotional aspect the few businesses to experience growth in the US and UK, IKEA has a great opportunity demonstrated, the eBay Now mobile app of the brand across all touchpoints to its Europe in 2012. The brand moved fast in the to continue to increase loyalty and brand allows customers to shop from local retailers 120 million active users if it really wants face of scandal when a supplier was found value, remembering its mission to provide for items that can be delivered within an its big bets to pay off. using prison labor and horsemeat that a “better everyday life.” hour. Following additional tests of the eBay

UPS Pampers + 5% + 15% 13,035 $m 13,763 $m

Though it may not have gone as UPS commitment to the consumer audience. Pampers is Procter & Gamble’s first USD and play. Pampers was the first brand to expected, with the company’s withdrawal UPS also differentiates with its focus on $10 billion mega-brand, serving more bring “mommy bloggers” to P&G headquar- of its highly publicized nearly USD $7 billion sustainability. It was awarded the highest than 25 million babies in more than 100 ters to share tips with parents around the bid for -based TNT Express in score in the 2012 Carbon Disclosure Project’s countries. Having invented the disposable world. Support and advice is also featured January, the past year brought the brand Leadership Index, and is a consistent top diaper/nappy category, it endures and on the brand’s website, which has an entire strong financial performance and expan- performer on the Climate Count scorecard, dominates its market, focusing on offer- section of helpful insights on parenting sion. The company acquired CEMELOG, ranking first in the consumer shipping ing parents support and connecting with topics including baby names, breastfeed- 2 a Hungarian pharmaceutical logistics category for the fourth consecutive year consumers on an emotional level that goes ing, and diaper rash. In 2012, Pampers 2 company, and Kiala S.A., a -based and tying for second overall from the 2012- deeper than its product line. With more teamed up with Jennifer Hudson, who alternative delivery location platform that 2013 results. These efforts are reflected in than 1.7 million likes on its Facebook page, recorded a rendition of Lullaby and Goodnight 7 will re-launch in the US and UK as Access the company’s recent leap in Interbrand’s the brand offers advice from mothers and that was available for free download on 9 Point. Both of these acquisitions will help Best Global Green Brands report from #43 encourages followers to share stories about its Facebook page. Not only does Pampers UPS amplify its global presence, the first in 2012 to #32 in 2013. As UPS continues to their babies and families, personalizing the connect with parents of young children, while expanding capabilities in its already make strategic acquisitions to expand its experience with Pampers through social it also offers a week-by-week pregnancy strong healthcare vertical, the second while footprint while elevating relationships media engagement. In the summer of 2013 guide. Connecting across touchpoints, the better serving consumers. UPS My Choice, with consumers, the brand is poised to the brand launched a campaign inviting iconic brand continues to earn loyalty with a home delivery service that lets consumers continue to meet the evolving expectations parents to share photos on Facebook of the world’s consumers. choose when and where their packages are of customers around the world. how their babies experience love, sleep, delivered, further demonstrates the brand’s

28 Best Global Brands 2013 Kellogg’s HSBC ® + 8% + 7% 12,987 $m 12,183 $m

Kellogg’s remains committed to what it simplicity, and results. These tenets guide Overcoming any past disconnect between its the progressive changes sweeping the globe. does best—focusing on strengthening its and shape the culture and business at unified communications messaging and the Positioned as a straight-shooting, guiding product offering in cereal, warm break- Kellogg’s. The brand launched its biggest inconsistencies of its internal culture, mul- pioneer, HSBC helps investors and small fasts, snacks, and protein beverages. In campaign ever during the 2012 London tinational banking leader HSBC is shoring business owners alike explore and navi- the latter half of 2012, Kellogg’s invested Olympics with its first national TV spot in up its “world’s local bank” platform, empha- gate opportunities. Through its focus on significantly in brand-building efforts the US during NBC’s coverage of the Games’ sizing its strong global roots and unrivaled the future convergence of local and global and it’s paying off. Consumers continue Opening Ceremonies. The culmination of network and expertise, specifically in needs, and its role as the connector across 3 to choose the brand without price-cutting its “From Great Starts Come Great Things” emerging markets. Since coming out of the them, the brand comes across as human 3 despite difficult economic times, under- campaign, the ads focused on the journey’s financial crisis comparatively unscathed, and inspirational. This year’s “In the scoring the brand’s presence and relevance. start. In addition to aggressive growth HSBC has focused on higher wealth-creating future” global campaign highlights HSBC’s 0 However, while Kellogg’s is certainly a through acquisitions, Kellogg’s strategy for markets and a strategy of consolidation. optimism about young entrepreneurs and 2 leader, it is second to General Mills in cereal 2013 builds on its fundamental strengths, The approach has proven successful as the its multinational business support across sales, which as a category has seen a decline encouraging product innovation within the brand posted robust profits throughout six continents. “In the future, age will be this year. Demonstrating responsiveness to categories it dominates and leveraging of 2013. However, 2013 has not been a year no barrier to ambition,” it states, showing consumer demand for healthier food, the relationships to deepen offerings and capa- without drama. HSBC experienced rounds children as small business heroes. “There’s brand has introduced several products, such bilities in fast-developing markets. With of layoffs, as well as a much-publicized a new world emerging. Be part of it.” With as a Special K hot cereal with quinoa. The signs of continued momentum, Kellogg’s scandal in Mexico. While its clear brand messaging, communicating brand prides itself on its “K-values” of continues to be a force in food around communicating its values of respect and its progressive edge and traditional values, integrity, accountability, passion, humility, the world. responsiveness, it increasingly celebrates HSBC is positioning itself for the future.

Budweiser J.P. Morgan + 6% 0% 12,614 $m 11,456 $m

Despite its all-American appeal, slumping brand’s sluggish growth could benefit from Despite ongoing investigations, J.P. Morgan of the chairman and CEO positions, citing a US sales have forced Budweiser to look fresh ideas. Budweiser evoked its heritage made a record USD $21.3 billion in profit in conflict of interest and a need for oversight. abroad for growth. In fact, parent company with a Super Bowl spot featuring its iconic 2012. The brand has worked to overcome The UK’s FCA and the US’s SEC continue in- Anheuser-Busch InBev aims to turn Clydesdales, but Oreo’s quick-twitted social the stigma of “too big to fail,” trading vestigating and, at the time of this writing, Budweiser into the first truly global, large- response to the game’s power failure over- losses that exceeded USD $6 billion after sanctions are expected and the brand could scale beer. The brand has aggressively shadowed Budweiser’s messaging story. It “The London Whale” fiasco was revealed in be forced to secure internal controls. The expanded overseas production and secured also launched the premium Black Crown May 2012, and US Senate hearings citing US DOJ and FBI have also been investigating 3 distribution in about 90 countries, with line, aiming at beer connoisseurs in order top executives as the reason for the losses. and reports indicate federal prosecutors are 3 noteworthy launches in Brazil and Russia. to broaden Budweiser’s customer base. Chairman and CEO Jamie Dimon addressed preparing to file criminal charges against It’s now focused on China, the world’s big- While some say this strategy runs the risk “The London Whale” in a recent letter to two former employees. The former trader at 1 gest beer market, and one with an aston- of creating confusion regarding the brand’s shareholders, writing: “The London Whale the heart of the scandal, Bruno Iksil, nick- 3 ishing 40 percent growth rate. Beer is a no- core promise, it is at least a bold move to was the stupidest and most embarrassing named “The London Whale” because of the toriously local product, with both consumer leverage the brand’s rich history. It remains situation I have ever been a part of... I also size of his holdings, is reportedly working habits and distribution challenges favoring to be seen if Budweiser’s attempts at global want our shareholders to know that I take with authorities and is not expected to face native brews. Though Budweiser spent USD domination will pay off, particularly in personal responsibility for what happened.” charges. The next year will be a critical time $1.4 billion expanding breweries in China China, but its leadership team is clearly not While Dimon’s efforts earned continued for the brand. in the last two years, it’s yet to gain sig- resting on the brand’s laurels, or its iconic board support, many investors urged a split nificant share. In the US, meanwhile, the gold crown.

30 Best Global Brands 2013 Volkswagen Zara + 20% + 14% 11,120 $m 10,821 $m

The “people’s car” continues to establish product line, the Golf subcompact, won Zara continues to expand its empire the great effort that the brand is investing clear value for the customer: affordability, World Car of the Year 2013. Also a big winner with sales increasing 18 percent in 2012. toward reinventing the brand in order to reliability, and German engineering. Long at the 2013 Cannes Lions International New store openings in emerging markets maintain its relevance and position in the before fuel economy was a big selling Festival of Creativity, its 20 awards included and development of its digital strategy market. Environmental and social welfare point, Volkswagen encouraged drivers to two Gold Lions, one for a print campaign have driven growth. It opened 120 new issues have represented a risk to the fashion “Think Small.” As a result of its success- in Brazil and another for “The People’s stores—reaching 1,925 retail venues in industry and Zara has not been immune to ful and long-running (yet ever-refreshed) Car Project” in China. Ramping up its 86 markets—and announced the launch these challenges. Sustainability will play 3 communications campaign, the brand has efforts to engage enthusiasts on social of its e-commerce platform across high- a key role in building Zara’s credibility, 3 carved a unique niche and won the loyalty media and mobile, Volkswagen proves potential markets such as China, Russia, reducing risks for the brand in the future of millions. Even with a wide model range, that it’s once again “thinking small”—on and . Zara now operates online in and a strong strategy on this front is key. 4 Volkswagen has always been able to express the one-to-one, human level. Certainly, 21 countries. Though it is not known to It obtained LEED Gold certification for its 6 its values through its products. The brand the continued evolution of the brand has be ad-driven, the Inditex-owned brand Melbourne store in June 2012 for a 37 percent consistently integrates its “Think Blue” contributed to its success in the lower- and is evolving its visual communications reduction in water usage and the adoption sustainability platform into nearly every mid-size segments. But with the extension image to express a more sophisticated and of a lighting system that saves 10 percent product line, most recently exemplified by of its product portfolio in upper segments, aspirational brand image based on four key on energy expenditure. Zara was also new the XL1, an uber-efficient plug-in diesel Volkswagen will have to prove its expertise pillars: beauty, clarity, functionality, and to Interbrand’s Best Global Green Brands hybrid—a milestone for its green technol- in building cars that can compete with the sustainability. Signature stores such as New report this year. ogy commitment. Going from strength to most established luxury auto brands. York, London, and have revealed strength, Volkswagen’s most successful

Canon Nescafé – 9% – 4% 10,989 $m 10,651 $m

Despite the yen’s volatility, the leadership ment with Project 1709, a cloud-based Nescafé continues to expand, investing market, however. Early adoption rates and of returning President Fujio Mitarai helped service that promises deep social and in Nescafé Dolce Gusto and the recently consumer feedback are positive while Nestlé keep Canon steady through challenging product integration. To expand the imag- launched Nescafé Milano, working to appears happy with the early results. The times. This past year has seen a heady ing systems business domain, Canon also fortify its reputation as the world’s leading brand’s “Really Friends” social campaign schedule of product launches, entry into recently entered the growing retail photo coffee brand. Both Dolce Gusto and Milano in created a successful narrative new markets, and expansion of sales and printing business with DreamLabo 5000. In target the fast-growing single-cup coffee around authentic connections over coffee, manufacturing bases outside . Since its core office business, Canon sees signifi- segment. The Nestlé-owned brand has arming a charming gentleman, Arnaud, 3 launching an entry-level digital SLR in cant potential from the integration of Océ, invested heavily in European production with Nescafé coffee, two mugs, and a video. 3 2003, Canon has become synonymous with made a wholly owned subsidiary this year, facilities in Germany and the UK as it cap- Arnaud introduces the series that captures the camera category. The high-end market helping it become a leader in the printing italizes on the growing popularity of Dolce meetings with some of his 1,200 Facebook 5 continues growing, but the global market industry. High-profile marketing campaigns Gusto. Achieving profitability in its last fis- friends, “Moi c’est Arnaud. Je suis allé 7 for compact digital cameras has collapsed as and sports sponsorships, such as becoming cal year, coupled with double-digit top-line vérifier si mes amis Facebook sont vraiment smartphones have become commonplace. the official partner of the IAAF World growth, the strength of the brand has been mes amis dans la vie!” (I’m Arnaud. I’m Canon continues to innovate with products Athletics Series, help keep the brand top clearly demonstrated. Despite its success going to see if my Facebook friends are truly like the EOS M, employing a non-reflex of mind with consumers. Still, with its in Europe, Dolce Gusto has struggled to my friends in real life!) The videos garnered operating system, as well as new additions core markets changing fast as technology gain traction in the US marketplace. It is up to 500,000 views each, celebrating great to the PowerShot lineup and high-end, advances and consumer behaviors evolve, too early to make any declaration on the moments with friends over coffee. high-definition video cameras. The brand is Canon will need to increase its pace of Nescafé Milano brand and its impact on the also advancing into online photo manage- innovation even more.

32 Best Global Brands 2013 “ My job as a leader is to make sure everybody in the company has great opportunities and that they feel they are having a meaningful HAVE A impact and are contributing to the MEANINGFUL good of society.” IMPACT — Larry Page, CEO & Co-Founder, Google Gucci Philips + 7% + 8% 10,151 $m 9,813 $m

“Made to measure, managed for good” Piggot’s photography promoting Gucci eye- Philips is an example of a brand commit- Philips also sold its Lifestyle Entertainment effectively sums up the last year for Gucci. wear. This past June, Gucci underwrote the ted to aligning its business priorities with division to Japan’s Funai Electric Co. earlier Following Spring/Summer Men’s Fashion Chime for Change concert event, featuring its brand strategy. The brand’s Accelerate! this year, which had purchased Philips’ Week 2013, Gucci’s first menswear flagship, Beyoncé, Jay Z, Mary J. Blige, Timbaland, program continued to drive operational North American TV and DVD operations a 500-square-meter Made-to-Measure and more performing in London. The suc- excellence, increased speed to market, and in 2008. Philips is thus building on its retail store, focusing on tailored suits and cessful event brought the message to an au- decreased innovation turnaround time strong brand equity to generate important made-to-order shoes, opened in Milan’s dience of more than one billion people and while making the brand more responsive to licensing revenues. As the brand divests its 3 historic Brera district. Traditionally, Gucci inspired Beyoncé, Salma Hayek, and Frida customer needs. Leadership is focusing on home entertainment business, shifts its 4 has focused on strategic alliances with ce- Giannini to launch the Chime for Change the brand itself as a unique strength of its Consumer Lifestyle segment toward health, lebrities as both brand ambassadors and in Foundation, promoting education, health, business system, aligning strategy with a and increases its focus on B2B initiatives, 8 support of its Corporate Citizenship efforts. and justice for women across the world. mission to deliver meaningful innovation to the question for the future remains how 0 The brand worked with actor James Franco, Gucci is also successfully growing its “no- customers. Last year’s move to transfer its Philips will ensure a consistent brand experi- who first served as a spokesman for Gucci logo” offering as a means to reclaim rarity television business into TP Vision, a joint ence and customer understanding across cologne in 2008. In 2011, Nathaniel Goldberg as a sale driver. The brand is working to venture with Hong Kong’s TPV Technology, more than 30 diverse product categories and filmed the “All the World’s a Stage” campaign weave one strong, consistent global story freed Philips to, as CEO Frans van Houten more than 100 countries, which is no trivial at Rome’s Cinecittà film studio, featuring with local relevance everywhere from noted, “focus on expanding market lead- task. It remains to be seen how Philips will Franco as spokesperson for Gucci’s custom quickly maturing emerging markets to ership positions across our Healthcare, balance conflicting pulls to diversify and to suits. Launching late summer 2013, Franco increasingly sophisticated competitive Consumer Lifestyle, and Lighting sectors.” specialize in its highly competitive industry. is featured in legends Mert Alas and Marcus battlegrounds.

L’Oréal Accenture + 12% + 8% 9,874 $m 9,471 $m

For more than 100 years, L’Oréal has main- a focus on customizing products in tune This year has been one of little change recent strategic investment and expansion tained a tenacious focus on pushing the with local markets. Viego ranked the brand for the Accenture brand. It continues to of its relationship with Apigee, providers boundaries of beauty innovation. Carrying among the world’s most responsible, a see success from the global advertising of an enterprise-grade API management out its mission of beauty for all, it leverages clear sign of L’Oréal’s commitment to global campaign it launched in 2011 after the quick platform, forming a global alliance to de- diversity, staying relevant to a variety of sustainability. The UNESCO/L’Oréal prize cancellation of its long-running campaign liver solutions that help clients more easily markets. For the first time ever, L’Oréal’s “For Women in Science” is also a relevant featuring Tiger Woods. This new campaign build mobile applications and connect New Markets division is the company’s illustration of its commitment to Corporate features success stories and proof points enterprise systems. The brand has also 3 number one sales zone, now representing Citizenship. L’Oréal has stayed true to its of Accenture’s ability to continuously and demonstrated commitment in its Corporate 4 about 40 percent of total cosmetics sales. mission throughout the years of offering all seamlessly deliver on its tagline, “High Citizenship efforts, doubling its 2012 “Skills The brand opened offices in the Middle East women and men across the globe the best performance. Delivered.” across industries to Succeed” goal of equipping 250,000 people 9 and Africa and plans to open the L’Oréal of cosmetics innovation in terms of quality, and geographies. The brand continues to globally with the skills to get a job or build a 1 Professional African Salon Institute in efficacy, and safety. The outlook for L’Oréal explore new ways to deliver high per- business to 500,000 in 2013. Ever delivering later this year, following the seems strong with growth continuing in formance to its clients in ways that are against its tagline, the mission of “Skills to opening of facilities in India, China, and the New Markets division. The future will meaningful to them, and the integration Succeed” is to give people around the world Brazil. The focus on innovation was evident tell how the brand will continue to leverage of digital agency Fjord into Accenture the opportunity to deliver high performance in 2012 through a USD $1.05 billion R&D all these innovations, building on its Interactive in early 2013 marks another step in their own right, showing why Accenture investment and 611 registered patents with heritage and global presence expansion. toward digital expertise. Accenture further remains one of the world’s leading manage- expanded that digital expertise through a ment consulting organizations.

34 Best Global Brands 2013 Ford Goldman Sachs + 15% + 12% 9,181 $m 8,536 $m

Even in difficult market conditions, Ford and smartphone-like touchscreens in the Goldman Sachs continues to rise to the top business appears strong, the brand contin- was the number two brand in Europe for infotainment systems, for example, now of league tables in a variety of areas and to ues on its downward trend with a decrease the fifth straight year and its loyal fan base incorporate knobs for functions like volume show Year Over Year (YOY) growth in reve- in brand strength with some analysts in the US remains strong, with one in six control. Ford is also focused on global nue and stock price. While Goldman Sachs contending the brand has made business new car buyers reporting they will consider expansion. In China, where only 58 out of remains highly relevant in the financial decisions in conflict with its brand values the brand when purchasing. Ford continues every 1,000 people own cars, Ford believes community, trust remains an issue in the of integrity, fair dealing, transparency, to sustain significant power, despite some its market share can grow to six percent by post-crisis world. Continuing to wrestle professional excellence, confidentiality, 4 customer frustrations with the MyTouch 2015. It is investing nearly USD $5 billion in with negative public sentiment, the brand clarity, and respect. The brand will need to 4 user experience. With so many technical local assembly, engine, and transmission has been criticized for leveraging tax policy manage its reputation carefully to avoid fur- changes happening at once, quality scores plants in China, hoping to catch up to GM loopholes in The Volker Rule, which was ther damage. Public perception poses a par- 2 are suffering in the short term. But Ford’s and Volkswagen. With the next-generation designed to prevent proprietary trading at ticular risk as policy makers become more 4 global “Go Further” tagline is a strong indi- Mustang hitting the road in 2014 (its 50th large federally insured banks, and has come in tune with constituents’ perceptions. Poor cation of the brand’s desire to engage a new anniversary), a strong product lineup, and under fire with some financial law experts public perception has also impacted the once generation of consumers and its commit- a respected, recognized brand, Ford is in for relying too much on banks’ own self- golden image the Goldman Sachs brand ment to democratizing technology in order a solid position to grow its loyal base of reporting and self-regulation. In 2011, the carries as an employer, potentially creating to accelerate the brand’s responsiveness to customers and gain share in an aggressively brand became synonymous with Occupy problems in recruiting future top talent, par- marketplace needs. The voice activation competitive global marketplace. Wall Street and is still a specific target for ticularly Millennials, something the brand public frustration. While Goldman Sachs’ currently uses as a differentiating point.

Hyundai Siemens + 20% + 13% 9,004 $m 8,503 $m

With a growing track record of building vehi- stands that to reach its target of five percent Siemens is one of the world’s most recog- in Interbrand’s Best Global Green Brands cles with style, design, and performance European growth, the Hyundai brand will nized integrated technology companies, but report and was named the world’s most in mind, the Hyundai brand continues to have to work much harder. To help con- the global economy and internal challenges sustainable industrial company in the Dow strengthen its image and collect loyal fans. nect with a global consumer, Hyundai is forced Siemens to lower its revenue outlook Jones Sustainability Index 2012. Siemens With a curvy design language that has investing nearly USD $400 million in the for 2013. To meet its goal of saving six increased its “green revenue,” or products driven success over the past few years, the World Rally Championships in addition to billion euros in the next two years, Europe’s and services in the fields of energy efficiency, Hyundai brand has amassed a healthy line- the brand’s strong visibility in UEFA and largest engineering company has been renewable energies, and environmental 4 up of vehicles. Not only has Hyundai been FIFA football sponsorships. The industry selling off underperforming parts of the technologies, to USD $44 billion. The 4 working hard at retaining customers, it is also taking notice of models such as the company and refocusing on more profit- brand’s newly launched Infrastructure has also fared well with acquisitions; with aspirational luxury Genesis concept car, able areas. Unwinding the Nokia Siemens & Cities division was selected to provide 3 the Azera, for example, about two-thirds of unveiled at the 2013 Detroit Motor Show, Networks joint venture and moving out of solutions for the Confederations Cup in 5 buyers are new to the brand. Its European and the sporty 2012 Veloster, which retains the solar business, it’s strengthening the 2013 and the World Cup in 2014. With its strategy is also paying off, with the brand 82 percent of its MSRP retail value. Ongoing wind and hydroelectric power segments of “One Siemens” initiative designed to pave a doubling its share in five years. While investment and continuous refinements its renewable energy business and looking “path to sustainable value creation,” and its market conditions may have helped Hyundai to its lineups have put Hyundai in a solid for opportunities with the German “Answers campaign,” the brand strength- gain market share from more established position to continue to achieve significant Energiewende. In the wake of its second ened its position as a pioneer addressing the volume players, its leadership team under- market share in the next few years. profit warning for 2013, the company re- world’s key energy and consumption issues placed its CEO with CFO Joe Kaeser in July with forward-looking solutions. 2013. The brand consistently performs well

36 Best Global Brands 2013 Sony – 8% 8,408 $m

Sony Chairman Howard Stringer retired awareness of the need to adapt. Sony has in June, following the handoff in late 2012 already launched its third-generation wear- of the CEO position to Kazuo Hirai. Now able device, SmartWatch 2, and a great deal firmly under Hirai’s leadership, Sony con- is riding on the success of its Xperia prod- tinues working to unify and revitalize its ucts. The brand has advanced into medical businesses. “One Sony” symbolizes its ded- technology with its joint venture Sony ication to cohesive management and rapid Olympus Medical Solutions in a bid to cap- decision-making, reaping rewards as Sony ture share in the surgical endoscope market 4 announced its first annual net profit in five with products offering 4K and 3-D picture years. Decisive actions—such as the sale quality. The challenge remains that Sony of the company’s US headquarters in New still relies on its financial services business 6 York, widescale restructuring, the upcom- and, to a lesser extent, its entertainment ing launch of PlayStation 4, and the acquisi- (television, movie and music) divisions. tion of GaiKai, a US cloud gaming company The test for ongoing success for Sony will to boost game streaming services—and a be returning the consumer electronics push to deliver products living up to the business to profit and generating sustained “make.believe” tagline, all demonstrate demand across all its business units.

Thomson Reuters – 4% 8,103 $m

Changes in leadership and inconsistent now gaining traction against market leader performance marked a challenging period Bloomberg. Thomson Reuters is beginning for Thomson Reuters, driving efforts to to redefine and share its story externally, reconsolidate its position in the market and launching successful campaigns in its Legal return to its roots. CEO Jim Smith is leading and Financial & Risk businesses that elevate this charge, refocusing on core offerings the brand’s role in both the market and its and achieving efficiencies of global reorga- customers’ work. Yet, Thomson Reuters has “ Sony is top-of-the-line. I have many Sony nizations. Above all, the brand reaffirmed not fully found its larger voice. Leveraging 4 its commitment to putting customers first the gains the brand has made internally, products. I even have a Sony 400-disc and is uncovering new ways to address a key next step will be to globally deliver a evolving needs. These initiatives include compelling and connected story across its 7 changer. As a collector of DVDs, I find this strategic expansion into markets such as business of diverse products and services, India and Brazil, product development, and emphasizing the brand’s unique strengths, product to be amazing. It keeps my movies acquisitions that enable it to serve clients forward momentum, and future vision. more holistically. Senior management is With unified and effective brand messag- safe and saves me lots of storage space.” focusing on improving and enhancing the ing, Thomson Reuters will be positioned customer experience, particularly that of to improve customer understanding and Thomson Reuters Eikon, the previously solidify its role as a global leader. — Chris on Sony struggling financial flagship product that is

Best Global Brands 2013 Citi Colgate + 5% + 2% 7,973 $m 7,833 $m

Citi continues to make strides in regain- and web enhancements. Evaluating how its Colgate did a great deal right in the past ization of cavity-prone teeth. It continues its ing consumer and investor trust after the entire system can deliver a smart banking year, localizing its offerings to individual “Bright Smiles, Bright Futures” program to financial crisis, which the brand states is experience, the brand is creating seamless markets’ needs, increasing advertising, provide oral care hygiene in fast-developing its number one priority in the year ahead. integration across front- and back-office rolling out clearly articulated in-store dis- nations and innovated with its Slim Soft To grow and respond to shifting customer platforms. Citi also continues to pursue plays, and continuing its breakneck pace line of toothbrushes, answering market needs, Citi is focusing on three dominant high-profile brand-building activities, such of product innovation. Despite its active feedback. Colgate strengthened its relation- trends: globalization, urbanization, and as committing to sponsor the 2014 and 2016 endeavors, the brand continued to tread ship with dental care professionals, ranking 4 digitization. Broadening the conversation Olympic games, while exploring unique water in an intensely competitive environ- as the top recommended brand in Brazil. The 5 about urban relevance, the brand has and relevant local partnerships. Citibike, ment. In oral care, product proliferation brand must solve communication challenges, established its “Citi for Cities” initiative a wildly popular bike-sharing program makes brand differentiation and commu- exploring new ways to connect more effec- 8 to position itself as the conduit between in , is creating positive and nicating relevance to consumers difficult. tively with consumers through social media 0 government, citizens, and business at the relevant press for the brand. As population It has a solid foundation of brand strength engagement, to better deliver on its promise market and city level. A prime example and share of GDP produced in cities steadily from which to encourage brand loyalty, but to improve consumers’ lives. A recent PR is its “e-payment gateway” in Mumbai increase, Citi can leverage its extensive must create new dynamics of consumer disaster occurred in the UK when Colgate to improve the tax collection and receipt global network, long-standing presence behavior to truly spur growth. Each year, the encountered unexpected turnout at an process. The brand is also rethinking how in fast-developing markets, and strategic brand reaffirms its dedication to all things electric toothbrush swap promotion for the digital solutions can improve business, initiatives to grow its prominence in more dental with innovation streams that expand new USD $256 ProClinical A1500 product—an consumer, and employee experiences than 150 cities to authentically deliver on its clinical products, such as PreviDent’s incident that shows there’s a strong need to through more than just cosmetic mobile evolving future financial needs. addition of a paste that improves re-mineral- better meet consumers’ expectations.

Danone Audi + 6% + 8% 7,968 $m 7,767 $m

Danone leads its category, positioning saw a 10 percent decrease in sales in Europe. Sporty, progressive, sophisticated—the been investing with the goal of setting the itself as a brand synonymous with healthy Working to create strategic opportunities, Audi brand fuses advanced technology and industry standard for tech innovation via lifestyles. Concentrating its portfolio and Danone is teaming up with Starbucks to design innovation with the aim of bonding advances such as its LED technology, Audi growth squarely in the yogurt segment, exclusively distribute Evolution Fresh, with customers. Following another record- e-Sound system, and lightweight construc- the brand listens to the needs and wants Inspired by Dannon, in Starbucks’ retail setting sales year, the automaker’s 2013 tion. While its all-electric R8 e-tron concept of consumers in different markets, tailor- locations and in grocery stores, offering theme reinforces that emotional bonding car, which set a Nürburgring record last ing its product innovations to appeal to branded ready-to-eat parfait Greek yogurt. with the tagline, “My Audi—Pure Passion.” year, won’t be publicly available, the 4 local trends around the world and earning The rollout is set to take place in the US Already the number one luxury brand in Volkswagen-owned brand is responding to 5 a best-selling product in each. Compet- throughout 2014 and 2015 and then expand consumer consideration in the US (based the demand for smaller and more efficient itors have followed Danone’s example, globally. Both Starbucks and Danone also on GfK research), it’s even bigger in key cars with the introduction of its A1 car line 9 positioning various products to appeal to announced plans to leverage this oppor- markets like China, where it’s expanding in 2012, and its A6 and A8 hybrid models. 1 health-conscious consumers. Store brands tunity to create other products in markets its dealership network and fueling desire Its design leadership in the luxury auto sector have also grown in the yogurt space in the around the world. With Starbucks’ signifi- for the brand. Indeed, China is now Audi’s also plays well to modern consumer percep- last year and consumer interest in healthy cant customer base and the popularity of its single largest country market, where it tions of innovation, while the Audi Urban and environmentally sustainable options Evolution Fresh line, this multi-year agree- recently delivered its two millionth vehicle Future Initiative continues to serve as a has opened the door to new forms of com‑ ment has the potential to create significant and saw a 30 percent sales increase in 2012 forum to engage customers and spark petition, with some producers of dairy new market opportunities for Danone in (representing 28 percent of its total global cutting-edge ideas about mobility, sustain- alternatives doubling revenue in the last the future. sales). The influential premium brand has ability, and megacities. year. Struggling to differentiate, Danone

40 Best Global Brands 2013 Facebook Hermès + 43% + 23% 7,732 $m 7,616 $m

Facebook is the biggest riser in this year’s every quarter since Q3 2011, it plans to con- Famous for signature products such as expand its reach through the unusual Best Global Brands report. In spite of the nect an additional five billion users world- its iconic scarves and the Birkin and Kelly decision to debut on Harper’s Bazaar’s optimism following its 2012 IPO, the brand wide. Facebook also named its first CMO, bags, Maison Hermès is an enduring lux- e-commerce site and sell its products on a experienced a tumultuous year with falling hiring Gary Briggs from Google. The acqui- ury brand famous for its craftsmanship, el- website other than its own. Responding stock prices and critics scrutinizing its sition of Instagram, the incorporation of egance, and storytelling. Hermès achieved to an evolving customer profile, this year business model. However, after a 53 percent hashtags, and the launch of Graph Search outstanding financial results, with a record Hermès updated some of its product lines, revenue bump in Q2 2013 far exceeded demonstrate its commitment to dominat- profit increase of 26.4 percent in 2012 and embracing heritage and modernity in a 5 expectations, its stock price rallied more ing social media. High expectations present 12.8 percent (at constant exchange rates) collaboration with Japanese designer Rei 5 than 30 percent. While fear of decreased en- their own challenges, though, with poor in the first quarter. The brand’s concerted Kawakubo. In the last year, LVMH aggres- gagement and questions over its ad model adoption of its Home app and the disap- commitment to its craftsmanship was fur- sively acquired 22.6 percent ownership of 2 concerned analysts, they are now shifting pointing launch of its first smartphone, ther asserted this year in the acquisition of Hermès. This followed on the heels of the 4 their view in light of its recent success in HTC First. A backlash in December 2012 one of its suppliers, Tannerie d’Annonay, a Hermès family’s move to return leadership mobile, with users increasing 51 percent against Instagram’s terms of service shows French company specializing in “box leather.” to a member of the family, Axel Dumas, in Q2 2013 and mobile ad revenue rising. the fine line the brand walks with respect to Two leather goods ateliers are scheduled to set to succeed Patrick Thomas, who will be CEO Mark Zuckerberg used the Q2 earnings privacy. Ultimately, the success of Facebook open by 2016 and will be home to teams of retiring at the end 2013. Staying true to its call to discuss an ambitious long-term plan. depends on balancing users’ expectations of around 600 craftspeople. Hermès, confident core and its unique savoir-faire will serve With more than one billion users, following privacy and utility with the ad-driven lure in its connection to the brand, looked to Hermès going forward. steady growth of 45-50 million new users of exploiting user data.

Heinz adidas – 1% + 12% 7,648 $m 7,535 $m

Despite rapidly changing consumer throughout the industry. It continues to The adidas brand is successfully building decrease in revenue, gross margin in- behavior and an ever-evolving retail land- innovate in environmentally sustainable on its “All In” global campaign, which creased 2.4 percentage points to a record scape, Heinz continues to be the number packaging with plant-based bottles and launched ahead of the London 2012 Summer level of 50.1 percent. The upcoming FIFA one ketchup brand globally and second in lighter, easier to open cans, benefiting Olympic Games with an integrated market- World Cup in Brazil is a major focus, with sauces, generating sales of nearly USD $4.5 both the consumer and environment. It ing push. Continuing to “Take the Stage” high hopes for a range of innovative foot- billion. Heinz is expanding in large, emerg- also replaced shrink-wrap with paper sleeves with endorsements from athletes and ball products to achieve record category ing markets, acquiring leading brands such for infant food jars in China. In June 2013, pop icons, the sports giant is effectively sales. Well-targeted pricing and meeting 5 as Quero in Brazil and Foodstar in China. As Warren Buffett’s Berkshire Hathaway, along communicating its brand values: diversity, consumer needs have made the brand suc- 5 it expands, the brand is working to adapt with 3G Capital, completed the acquisition athleticism, performance, and healthy cessful both from a business performance to local consumer consumption habits and of brand owner H.J. Heinz Co. for USD $28 lifestyles. Those efforts have helped adidas and brand-building perspective. It appears 3 preferences like smaller, more portable billion. Known for cost-cutting at all levels, strengthen its position as a leader in its adidas is closing the gap in innovation 5 options. An example of the brand’s commit- it will likely face a challenging internal sector. The brand has experienced sustain- with its competitors and is benefiting ment to consumer needs is its dual-function landscape over the next few years. Heinz able growth with the launch of NEO, a line in terms of consumer perceptions of the “Dip and Squeeze” Ketchup package. Heinz continues to strike a smart balance between of colorful sneakers targeting tweens and brand. Internally, the brand is recognized leads the American Consumer Satisfaction being an iconic American brand focusing on teens with ads featuring celebrities (pop as a key element for sustainable growth. Index for Food Manufacturing, scoring well its crown jewels and a passionate, growing, stars Justin Bieber and Selena Gomez) Externally, consumers are embracing adi- above the industry average. The brand sold forward-thinking, always innovating and Boost!, its new high-tech shoe that das’ product development, investment in more than one billion units to foodservice global company. aims to revolutionize marathon running. new technologies, and digital presence. outlets throughout the year, creating buzz Although Q1 2013 results reported a slight

42 Best Global Brands 2013 Nestlé Caterpillar + 9% + 13% 7,527 $m 7,125 $m

Nestlé faced a tough environment in 2013 on innovation to maintain its position in Caterpillar, manufacturer of construction communities internationally. The brand with the economic downturn in Europe the market. In June 2013, Nestlé Waters and mining equipment, diesel and natural invested USD $60 million in its communi- and softening of emerging markets, but North America launched a premium bottled gas engines, and diesel-electric locomo- ties through The Caterpillar Foundation. It its investment in brand-building activities water, resource, with a bottle made from tives, dominates its industry globally, has also developed a strong voice on issues allowed it to weather the storm. In fact, 50 percent recycled plastic. The brand also as clearly evidenced in its 2012 financial that affect the brand and customers: trade, Nestlé reported an increase in brand spend continues to build its Nestlé Health Science performance data. The brand achieved energy, infrastructure, and taxes. To ensure this year, supporting its positioning around division. Getting people to think about record sales, revenues, and profits despite that strong voice is as influential as possible, 5 “good food, good life.” The brand placed nutrient-based products as a tool in the the uncertainty and dramatic shifts in the Caterpillar repositioned its global engage- 5 significant focus around sustainability management of health and disease will global marketplace. Caterpillar remains ment strategy and created a new division, and improving global wellness this year, undoubtedly be a hurdle, but the gravitas focused on long-term growth opportunities, Global Government & Corporate Affairs, to 6 advancing the science behind food and that the Nestlé brand carries—along with encouraging its engineers and technologists ensure it’s even better positioned to make a 8 nutrition and working to help families its quality, heritage, and R&D expertise—is to develop products and services that not positive difference around the world. Despite meet nutritional needs through tools and providing target audiences with a reason to only meet customers’ needs today, but also the early challenges of 2013, Caterpillar education. These commitments not only believe in the division’s work. With addi- anticipate and address needs of the future. remains focused on the long-term and be- reinforced its brand positioning, but also tional investments in R&D demonstrating That initiative allowed Caterpillar to invest lieves focusing on its brand (even making strengthened the company’s relationship its commitment to innovation, the brand USD $2.5 billion into research and develop- a cameo appearance in Skyfall, last year’s with consumers through this established is poised to continue its growth in new ment in 2012, a new high for the company. hit James Bond film) can help ensure it trust and reputation. Nestlé has leveraged markets and product areas. Caterpillar also understands the role it plays effectively communicates its story and the strength of its product brands, leaning in helping to create, build, and expand builds sustainable success.

Nokia AXA – 65% + 5% 7,444 $m 7,096 $m

Nokia CEO Stephen Elop hoped for a and Google, including popular ones like AXA, a world leader in insurance and underway to provide customers with greater turnaround this past year, counting on the Instagram. Indeed, a steep drop in handset asset management, continues to be strong access to digital tools that support an im- Lumia to renew the brand and the Asha sales, down 32 percent in Q2 2013 compared globally. A recent survey revealed that proved customer experience and relevance. line to drive sales of lower-end products— to the same quarter in 2012, suggests that 75 percent of the brand’s employees are Corporate Citizenship is another area of a big bet that didn’t pay off, and led to the operating system lacks relevance for engaged, demonstrating a strong focus on strength for the brand. Always a priority Microsoft’s USD $7.2 billion acquisition of consumers. Since many smartphone buyers internal brand engagement. This has had for AXA, this year the brand particularly Nokia’s cellphone business. While Nokia’s tend to follow the pack, the fact that just an external impact on the brand’s per- focused its efforts on employee social respon- 5 hardware designs earned positive reviews, three percent of buyers are purchasing ception and business success, with sales sibility. AXA exemplifies a brand that is act- 5 its software tended to fall short of expec- Windows Phones poses a big challenge up four percent across all business units. ing with responsibility across diverse areas tations, which was problematic at a time for Nokia and Microsoft. As the industry’s Divestitures, acquisitions, and expansions of Corporate Citizenship. Looking beyond 7 when competitors are stepping up their leader in sustainability, the Finnish giant in emerging markets have all contributed “green,” AXA understands the connection 9 game in this area. Though Nokia’s exclusive could have benefitted from making “green” to a solid financial performance. A greater and responsibility to employees, customers, tie-up with the Windows Phone operating a key purchase driver. Now that Nokia is commitment to core competencies that are government, suppliers, and its commu- system differentiated it from most other getting out of the phone business, perhaps more closely connected to the brand also nities. AXA will continue to thrive on the manufacturers that went with Android, the sisu (a driving indomitable spirit that is key boosted performance. AXA has increased its global stage if it sustains its momentum, “third ecosystem” integrated less than a to Finnish culture) will help transform its digital acumen and presence, developing continues to focus on evolving its relation- quarter of the apps offered by rivals Apple new owner. a new digital protection product line and ship with customers and employees, and executing an interactive and customized maintains strategic focus on core competen- annual report. Additional initiatives are cies that directly support the brand.

44 Best Global Brands 2013 Dell – 10% Striking the right balance between 6,845 $m heritage and modernity is key to Once known for its speed to market and a campaign that talks about the brand’s customization capabilities in the consumer “Power to Do More,” the focus and brand Cartier’s success. It understands how PC space, Dell is transforming into a story isn’t yet translating successfully to different brand, one focused on bringing the external world. Dell is at a pivotal time powerful and efficient end-to-end scalable in its journey. With the USD $25 billion to not only get the balance right in solutions to enterprise customers rather buyout offer from founder Michael Dell and than consumers. While it is focusing on private equity company Silver Lake in flux “practical innovation” and efficient and at the time of this writing, many questions 6 product, but also in the experience it affordable products and technology to remain about the future of the brand. Pos- become a leader in the B2B space, it has sible privatization of the company could historically had a stronger foothold in the afford the brand a unique opportunity to 1 creates around the brand. (declining) consumer PC space and faces take risks, to invest in building the brand, stiff competition from HP in networking, and help customers see a new Dell—one storage, and micro-servers. Attempting to that is powerful, capable, and differentiated. be all things to all customers has contrib- This much is clear: After several years of uted to public perception issues. Even with disappointments and sliding sales and solid acquisitions in the solutions space and market share, the time for change is now.

Cartier Xerox + 26% + 1% 6,897 $m 6,779 $m

Continuing to push the boundaries of the video into immersive experiences paired Three years since the acquisition of ACS, CEO Ursula Burns has incisively connected industry, balancing a magnificent history with displays of iconic pieces and new Xerox represents a prime example of a the two sides of the Xerox brand through with an eye to the future, Cartier endures as creations. This unique experience took brand in transition. The business strategy the idea of “simplifying the way work gets the luxury house that is “known by many, over Selfridge’s Wonder Room in London of growing services and maintaining a done.” Xerox is poised to deliver against owned by few, and dreamt about by all.” in August 2013. The launch of its Paris leadership position in technology is fueling this brand mission, helping customers Exceeding analysts’ expectations, it suc- Nouvelle Vague, which leverages the strong a shift in the fundamentals of its business; from small businesses to global enterprises. cessfully faced market changes and slow- Parisian history and elegance of Cartier, for the first time in the brand’s history, Advantageous positions in growing segments 6 downs with USD $2.65 billion in annual but presents the collection through the idea revenue from services now makes up a like healthcare afford the brand a valuable 6 profits, remaining relevant to customers. of seven moods of Parisian women, also bigger piece of the pie than the document messaging opportunity to tell a compelling Striking the right balance between heritage incorporated both physical and digital ele- technology business. It is fitting, then, story around how it is, in fact, simplify- 0 and modernity is key to Cartier’s success. ments. Launch events include seven videos that in a year of landmark paradigm shifts ing the overly complex. Armed with an 2 It understands how to not only get the representing each of these moods. Embrac- for Xerox, the company is celebrating the ever-evolving visual identity, CMO Christa balance right in product, but also in the ing digital with a new e-catalog, the brand 75th anniversary of patent attorney Chester Carone is spearheading an increased focus experience it creates around the brand. reaches customers and tells its rich story Carlson’s 1938 invention, xerography, which on marketing and social media engagement Building on the launch of L’Odyssée de Cartier, in a contemporary way. The brand’s strong was a technology created to simplify the for the brand. Xerox is leveraging a great a 2012 film featuring the work of film allure, coupled with its modern viewpoint, painstaking process of manually copying opportunity to apply its existing equity and director Bruno Aveillan and composer Pierre establishes a strong platform for the future. patents. The spirit of Carlson’s ground- consumer trust to its future growth. Adenot, the brand has incorporated the breaking achievement is evident in the way

46 Best Global Brands 2013 Allianz Nissan + 8% + 25% 6,710 $m 6,203 $m

Allianz, the leading international property potential business growth in the future. A strong brand is a necessity when setting starting with the Nissan Juke model. By and casualty insurer and one of the top The active management of its brand and bold goals such as doubling US sales and taking a global, multi-channel approach, integrated financial service providers the emphasis on creating a digitally- achieving a record 10 percent share of the Executive Vice President Andy Palmer is worldwide, had a financially solid 2012. enhanced experience helped Allianz further US market. Nissan reported a 14 percent elevating marketing to a “science” to deliver Allianz increased its revenue and boosted advance the ever-important digitization of rise in profits in Q2 2013 and is building the consistent, distinct position around its operating profit despite the intensified its products and platforms with the estab- sales momentum with its redesigned innovation that differentiates Nissan. Eurozone crisis that deteriorated the gen- lishment of its Allianz Digital Lab, which Altima, while reinforcing the brand’s DNA A fine example of that innovation, the 6 eral economic situation in key markets in “invites early-stage companies, students, of innovation. With the highly anticipated Nissan LEAF, has been a hit with early 6 Western and Southern Europe. Maintaining and innovators to respond to an open call new generation of the Nissan Qashqai adopters and demand continues to grow a globally consistent brand is a priority, for proposals in four categories: Big Data, in Europe, and a series of upcoming new with the next wave of consumers. Making 3 as this past year the company rebranded Mobile, Social Media, and Sponsorships.” model releases around the world, the brand strides as a sustainable brand, Nissan was 5 several acquisitions to fall under the Allianz The brand’s efforts to develop new and resonates with a broad range of global a top riser in Interbrand’s Best Global Green name. As part of its strategy, “Building the innovative approaches to collaborate with consumers. Staying true to its brand, Brands 2013 report, jumping 16 spots to strongest financial community,” it puts clients and prospects assists it in fostering Nissan is boosting its performance focus #5. A stronger yen and stronger consumer people and digital technology at the center a consistent brand experience across its with a broader focus on the NISMO motor- engagement will help Nissan achieve of its interests and aims to “enable people to different markets and product offerings, sport program. In addition to sponsoring aggressive business targets, build loyalty, move on and up.” Leadership understands helping to build trust among different racing circuit events, the brand plans to roll and energize new audiences. the brand is a key element in maintaining stakeholder groups and build value. out NISMO-badged cars around the world, these customer partnerships and sustaining

Porsche KFC + 26% + 3% 6,471 $m 6,192 $m

For a small car company, Porsche has a the parent company’s portfolio. Still It was a tough year for KFC, despite being brand’s enthusiasm for growing its interna- big presence and, in the minds of many, celebrating its heritage, this year Porsche the second-largest restaurant chain on the tional footprint. In addition to expanding it endures as an automotive icon. Though commemorated the 911’s 50th birthday planet. The brand came off a strong 2012 in China, the Yum! Brands-owned chain is enthusiasts revere Porsche for the purity with a special exhibition at the Porsche thanks to the performance of its franchises making a concerted push into Africa. Part of its design and the caliber of its racing Museum. Given its track record for great in China, which account for around 40 of the success of KFC has been its ability to machines, the brand has pushed to design and efficient drive systems for percent of its revenue. The gloss has come translate the brand concept using locally stay relevant to a broader audience by maximum performance and minimum off the brand for many Chinese consumers, relevant menu adaptations, complementing 6 introducing vehicles like the Cayenne, fuel consumption, it’s likely Porsche will however, following a major food scandal original recipes with variations like Spicy 6 Panamera, and the new Macan, which fills continue to enhance the authenticity of its involving the processing of chicken that Szechuan. It’s also experienced recent a gap in the SUV segment. Purists were brand by taking advantage of the synergies damaged consumer confidence in its food success in the US with its boneless chicken 4 skeptical about this diversification, but of an integrated automotive group. With quality. Unfortunately, this was reinforced and special kids meals. Yet, despite this, 6 the strategy seems to have been a success: the debut of the new 911 at the 2013 Frankfurt with a China Central Television (CCTV) KFC has to work hard to avoid being left In 2012, the brand enjoyed record revenue auto show, the upcoming launch of the investigation that exposed unsafe levels behind in developed markets where an and delivered more cars than ever before. 918 supercar hybrid, the rebirth of Porsche of bacteria in KFC’s ice cubes. Avian flu increased focus on quality and a shift toward Though some critics feared Porsche’s prototype racing, and an ever-widening outbreaks and slowing growth in the healthier gourmet food is driving the success identity would be diluted after becoming product line, Porsche is still top in auto‑ Chinese economy have also been setbacks, of smaller rivals, which are taking an subsumed into the larger VW Group, the motive performance, true to its core, and although they have not dampened the increasing share of the quick-serve market. brand retains its distinctiveness within always evolving.

48 Best Global Brands 2013 “ More innovation. More system investment. More coolers. And by remaining constructively discontent, knowing that we can always do better. Ensuring CONSTRUCTIVELY — starting with me — DISCONTENT that there is never any room to be arrogant or to rest on your recent successes.” — Muhtar Kent, Chairman & CEO, Coca-Cola, on how the company will lead in the coming years Nintendo – 14% 6,086 $m

Nintendo is determined to stay true to its releases will drive sales outside Japan. While roots, focusing on “gaming population adopting some of the changing paradigms expansion” while strategizing forward- of the market, like advanced communi- thinking approaches to get ahead of its indus- cation features and downloaded software try’s current struggles. All-in-one devices, delivery, it has been reluctant to make any such as smartphones and tablets, have dramatic changes to its previously successful stolen much of the game sector’s thunder; business model (although Nintendo has new business models like free-to-play have announced an experimental entry into the 6 emerged; and competitors have announced free-to-play market). CEO Satoru Iwata has high-powered next generation systems. also mentioned the possibility of integrating Its new generation Wii U received mixed e-payment systems such as Suica (East Japan 7 reviews, and without a strong cast of Railway’s e-money card) to allow payments compelling games it did not perform as for products and services, add-on content well as anticipated. The Nintendo 3DS may for games, or pay-per-view options in VOD be the leading platform in Japan, but the (Video on Demand) services. Only time will success has not yet been replicated overseas. tell if this is enough as the traditional console Its short-term outlook rests on the titles it industry faces an era of transition. offers and the brand hopes that a slew of new

Panasonic + 1% 5,821 $m

Against the backdrop of financial uncer- developing a solar lantern that doubles as a tainty, yen volatility, and disappointing charger; but perceptions still tend to focus results, Panasonic embarked on a bold on high-profile consumer products like the turnaround plan this year. The focus is LUMIX range of cameras and 4K OLED TV on products and services that enrich lives panels. The company ranked fourth overall around the world, creating real value for in Interbrand’s Best Global Green Brands customers, and driving improved profit- 2013, making it the leading technology and ability for the company. New President electronics brand in the report. Reinforcing 6 Kazuhiro Tsuga’s keynote speech at CES its Corporate Citizenship commitment, the 2013, his first major public presentation company participated in the 2012 Rio +20 since taking office, unveiled a strategic shift conference, sponsored Fortune Brainstorm 8 to higher-margin business customers. This Green, and continues a strategic alliance underlines a drive to transform perceptions with UNESCO. With an inspiring vision “ I bought my first Panasonic stereo system and raise brand awareness, particularly and a portfolio ranging well beyond home outside Japan. Panasonic offers batteries for entertainment, Panasonic has a great deal in Vietnam in 1967 and it’s still working Tesla vehicles, industry-leading HIT solar of potential to unlock. Its key issue remains panels,home energy management systems, achieving synergy across business units ultra-energy efficient ECO NAVI appliances, and delivering an offering that captures the today.” — Eddie on Panasonic in-flight entertainment systems, and is imagination of its global target audience.

Best Global Brands 2013 Sprite Morgan Stanley + 2% – 21% 5,811 $m 5,724 $m

Global concern with health and the Sprite and basketball, but the brand is also Morgan Stanley’s identity and role in the concerns and deliver higher profit margins. alarming rise in obesity have stimulated attempting to broaden its target. Sprite has post-recession world is still unfolding Discussions between Morgan Stanley and anxiety over the consumption of soda. worked, for example, to engage skate- despite the firm’s strong Q2 2013 earnings Japan’s Mitsubishi UFJ Financial Group, Soft drink companies have been widely boarding and music fans, as well. Sprite and plans to repurchase USD $500 million the country’s largest bank by market criticized for focusing messaging toward also launched a US-wide contest to produce worth of its own stock. Since the economic value, indicate the brand’s commitment to young people, accused of capitalizing on an original short film for a USD $30,000 crisis, the brand’s decision to transform strengthen its Global Wealth Management youths’ affinity for these types of beverages. contract to work on a Coca-Cola project. Its its business model by downsizing its trad- business and increase its presence in Asia. 6 As a result, soda sales have declined in new global campaign, “Obey You,” encour- ing and wealth management businesses Moreover, the firm’s decision to hire former 7 first-world markets, prompting Sprite to ages teens to follow their personal truths, has led to poor performance and raised White House and Treasury official Michele retool its brand strategy and messaging. forging connections to the brand perception questions among investors. After some Davis as its Global Head of Corporate Affairs 9 Sprite UK launched a “Rediscover Sprite” of fun and youthfulness, but also follows the missteps, Morgan Stanley is beginning indicates how Morgan Stanley plans to 1 campaign to introduce a new formulation controversial strategy of targeting a younger to better manage expectations of external navigate new regulations, manage external with Stevia sugar substitute and one-third demographic. Despite its messaging issues, stakeholders and deliver on its key strategic communications, and ultimately strength- less calories. While this reformulation is Sprite delivered a solid four percent growth priorities. In June 2013, the firm received en brand perception. Whether the firm can currently only available in the UK, it shows for the year and remained the number one US regulatory approval to buy its remaining truly accomplish all that while consistently the brand’s responsiveness to customers. soda brand in China, but will need to further stake in the Morgan Stanley Smith Barney achieving higher shareholder returns is yet In the US, its 27-year partnership with the expand its strategy to address health and joint venture. With full ownership of its to be determined, but Morgan Stanley is NBA created close associations between marketing concerns. wealth management business, Morgan steadily making progress to establish itself Stanley hopes to assuage shareholders’ as the global leader it once was.

Discovery Prada New + 30% 5,756 $m 5,570 $m

The Discovery brand makes its debut in 2012 among households in general and “Moving beyond” seems to be the recur- of its values. From Prada Journal, a literary Best Global Brands after a record-breaking female viewers in particular. Discovery ring theme for Prada, a brand celebrating contest metaphorically inspired by eyewear 2012 and a strong first quarter. The Discovery ensures the consistent experience of its the centennial of its first store this year. as a lens filtering reality, to the widely Channel began 2013 with its best January brand across touchpoints including While the brand’s heritage would allow endorsed Small Utopia: Ars Multiplicata ever and a 20 percent increase in US viewer- Discovery Commerce, which offers a range for a safe bet on its past, Prada chooses to exhibition in Venice, featuring the likes of ship. Discovery also aims to grow its current of brand-right merchandise and an e-com- constantly redefine its present with a con- Warhol, Oldenburg, and Duchamp, to the international base of 551 million subscribers. merce channel, and Discovery Digital. fident, unorthodox attitude. To celebrate Dress Gatsby collaboration with Catherine 7 With high levels of viewer engagement, Discovery’s public affairs initiatives have its anniversary in Milan’s Galleria Vittorio Martin for Baz Luhrmann’s film adaptation 7 thanks to hit series and franchises such as included “Discover Your Skills” to help the Emanuele II, Prada is planning a dramatic of the classic Fitzgerald novel, Prada can Shark Week, it’s experiencing double-digit unemployed obtain marketable job skills, expansion with a flexible layout to house credibly claim to have shifted its strategy 0 growth across nearly every region. The Inves- “Discover Your Impact Day” to promote vol- retail, events, and the brand’s headquar- from traditional campaigns to full-fledged 2 tigation Discovery channel, also a standout, unteerism, and Discovery Education, which ters. Working with OMA/Rem Koolhaas, projects. The brand is working to effectively delivered 45 consecutive months of prime- aims to inspire students and support educa- Prada is also involved in the transformation integrate digital and physical touchpoints, time TV gains in its key demographic. With tors with streaming video and digital text- of historic industrial buildings and the con- better engaging with its consumers. With new programming in development and 35 books. With a commitment to producing struction of a tower in Largo Isarco in Milan fresh designs and more than 460 stores successful series returning in 2013, Inves- even more original and engaging content that will serve as a new art center complex stirring desire across markets and cultures, tigation Discovery increased 20 percent across for TV, online, and mobile, Discovery will for Fondazione Prada. The brand’s rela- Prada continues to grow its presence globally. all its key demographics. The Discovery Fit effectively steward its brand globally, tionship with the arts is the natural result & Health network also recorded gains in positioning it for success in the future.

52 Best Global Brands 2013 Shell Tiffany & Co. + 16% + 5% 5,535 $m 5,440 $m

Shell was one of 50 innovation leaders bringing hydraulic fracturing, or fracking, Tiffany & Co. celebrated its 175th year in 2012 with Forbes declaring in a recent headline: worldwide identified in the prestigious MIT to China’s Sichuan region, an earthquake with new collections, global expansion, and “Tiffany Looks Like a Jewel for the Bulls.” This Technology Review and the brand’s “Let’s Go” hotbed. Its plans to invest USD $1 billion in early 2013 performance exceeding expecta- year the brand filed a trademark infringe- initiative looks to broaden its mix of energy China’s shale industry, and its focus on an tions. Creating the Jazz Age collection for ment lawsuit against Costco regarding di- sources. It has invested USD $1.3 billion in area that saw a devastating earthquake in Baz Luhrmann’s The Great Gatsby 3-D motion amond rings resembling the Tiffany setting. R&D and formed Sirius Well Manufactur- 2008, is coming under fire with environ- picture, it revived classic designs with a mod- Tiffany continues to lead the conversation ing Services as a joint venture with CNPC, mental groups that contend fracking causes ern twist. Tiffany also renewed its 20-year col- with the mining industry, NGOs, and local 7 advancing techniques to standardize well earthquakes. As part of its efforts to address laboration with Italian designer Elsa Peretti communities on responsible operating stan- 7 design and automate drilling, becoming sustainability, Shell teams with environ- and introduced the Ziegfeld collection, the dards. The brand was listed in the FTSE4Good more logistically efficient while reducing its mental NGOs, including the International Harmony engagement ring, and a reinterpre- Index for its environmental sustainability, 3 environmental footprint. The brand slipped Union for Conservation of Nature, advis- tation of its iconic Atlas collection. The brand human rights, and supply chain labor stan- 5 six places on Interbrand’s Best Global Green ing the brand on the impact of extraction also expanded in growth markets, opening dards. Tiffany faces a tough balancing act as Brands 2013 report, and continues to face on World Heritage sites, and The Nature 28 stores in Brazil, the , and the brand continues to expand its global foot- sustainability challenges. Shell is dealing Conservancy to use artificially engineered China. Preparations are now underway for print, product offerings, and consumer base. with fallout from a 2012 maritime inci- oyster reefs to reduce erosion. A transparent the 2014 opening of its largest European While a strong silver offering broadens the dent off the coast of Alaska that severely approach will help balance its reputation boutique, a multi-story, 10,000 square-foot brand’s consumer base, representing higher damaged its drilling rig, protests over and improve customer confidence in flagship store on Paris’ Champs-Élysées. margins, it could also dilute its luxury image drilling in the Arctic, and controversy for the brand. Tiffany & Co. shares are performing well, and cause consumer confusion.

Visa 3M + 11% + 16% 5,465 $m 5,413 $m

It has been an active year for Visa, as it has “For everyone, everywhere.” The brand 3M continues to be a pioneer across a tency and cohesion with the recent appoint- expanded its core products and services had a strong presence at the London 2012 wide range of industries and a leader in ment of a new Chief Design Officer. There business, invested in new payment tech- Olympic Games, working with almost diversified manufacturing and services. is also a continued pursuit of marketing nologies, and named a new CEO, only its 1,000 financial institution clients and retail Its leadership team has worked hard in excellence, bringing together functions second in the brand’s history. CEO Charles merchants. While its overall Olympic the past year to shore up the core values of from across the business. Making strides Scharf, appointed in November 2012, has campaign was deemed a success, Visa did trust, leadership, quality, and innovation with customers, it’s delivering locally com- led the charge to help Visa become a more not achieve its “contactless revolution” together with an ongoing commitment to pelling experiences around the world, while 7 flexible brand. The brand’s “digital wallet” goals, with less than one percent of con- Corporate Citizenship, for which it earned employee engagement remains high with 7 service, a payment platform for online and tactless credit cards in circulation resulting United Way’s highest US honor. Delivering time off for staff to pursue eureka moments mobile transactions, V.me, seems to be in payments using wave pay technology. a clear understanding of the 3M corporate (a practice that, famously, led to its Post-it 4 finally gaining traction. Targeting growth The brand also received some negative brand has been a challenge, although its brand) and mentoring. Moving forward, 6 opportunities in e-commerce, Visa aims press over Games attendees having to use brand strength and brand value both grew 3M needs to continue to clarify its brand to put V.me in the hands of more than Visa cards to purchase tickets and make pur- in the past year via improved performance while evolving the customer experience. 50 million consumers. With its “Currency chases at Olympic venues. Visa continues in commitment, protection, presence, and This will help drive credibility for the brand of Progress” mission that aims to extend to struggle to strongly differentiate from its consistency. In addition to savvy social long-term and create a pull-through effect, the benefits of electronic payments glo‑ competitors, but its brand is gaining momen‑ media marketing, 3M has better aligned especially in fast-developing markets, bally, Visa is working with governments tum with innovative digital technology and its brand with its sustainability efforts and which constituted 34 percent of its sales in and organizations to supply e-payments increased presence globally. evolved its visual identity to drive consis- 2012 and should continue to grow.

54 Best Global Brands 2013 MTV – 12% While the economic 4,980 $m

MTV’s gradual evolution from non-stop Everywhere” app giving US viewers video music video channel to youth content brand content whenever and wherever they want, slowdown in China has isn’t a new story, but it reflects a shift to its with greater interactivity and social features audience’s interests all while remaining than previous apps. Beyond TV, it’s experi- true to its innovative, experimental, and menting with “MTV Other,” a new digital impacted brands across culturally relevant roots. A strategy that content lab promoting emerging talent kicked off with the success of Gen X hit The and serving as a showcase for ad-supported Real World, its original programming has shortform programming for the iPhone, 7 continued to evolve through reality shows iPad, and online. Another noteworthy the board, digital leader- like Punk’d, Jersey Shore, and The Valleys. As strategic maneuver for the brand in 2013 the Viacom-owned brand focuses on the was MTV’s announcement of a “Music 8 second wave of Millennials, teens 13-17, Independence Day” on America’s July 4th MTV is broadening its focus to include holiday, linking a 12-hour on-air music ship has helped Burberry grittier material for a generation growing programming marathon to a download-and- up on stories like The Hunger Games, and merchandise platform. If not a return to its experimenting with shows like Catfish and roots, this served as a reminder that MTV Washington Heights. It’s also continuing to retains a strong interest in music as a key stay strong. innovate on mobile with its new “MTV pillar to relating to youth culture.

Burberry Adobe + 20% + 8% 5,189 $m 4,899 $m

Expanding Burberry’s signature retail pres- has impacted brands across the board, Adobe announced at its 2013 MAX Confer- and most notably, the Behance portfolio ence, with a cascade of flagship openings digital leadership has helped Burberry stay ence in May that it will no longer release website to expand its capabilities. Under- in London, Chicago, Hong Kong, and Milan strong, with Chinese website traffic up 70 new versions of its boxed Creative Suite standing the constant evolution of digital and another 25 stores set to open in 2014, percent and increased digital integration desktop software and will only sell its experiences and today’s consumers who are the brand is strengthening its position- in its stores. Ongoing elevation of product products and services as a cloud-based increasingly mobile, Adobe is evolving and ing as a global luxury leader. Retail space offerings has seen asserted investment in online subscription. This bold move gar- changing the process for content creators increased 13 percent on average over the the Prorsum and London labels and control nered a multitude of headlines and forum and marketers alike, creating what Adobe 7 year, with retail revenue achieving 12 per- exerted over fragrance and beauty, moving discussions. For consumers, this means calls the “creative graph” and winning kudos 7 cent growth. Continuing investment and from a licensed model to a directly operated faster product updates and releases; and for its humorous campaign debunking innovation in digital, from RFID-enabled business, with beauty highlighted firmly for Adobe, the ability to combat piracy, a marketing myths. It’s an end-to-end work 7 personalized content via the A/W13 runway as a key growth platform. We continue to longstanding issue. Now it will require a environment with all the tools customers 9 show to the interactive retail theater of see Burberry embrace the new with the software check with Adobe to ensure the need to create and optimize digital content, Burberry World Live, incorporating Burberry brand’s first-ever watch, The Britain, while subscription has been paid, ultimately allowing sharing and collaborating with Acoustic, the brand excels in its immer- celebrating its heritage by returning the making it more difficult to pirate its prod- others. While time will tell how customers sive and seamless melding of online with menswear show to London for the first time ucts. Adobe’s shift is reflective of its com- will adapt—and Adobe will need to con- offline. The Financial Times heralded Burberry in a decade. It is this marriage of tradition mitment and focus to delivering end-to-end tinue innovating and showcasing its end as “the most connected brand in luxury.” and innovation that will continue to serve solutions for creating, publishing, market- value to users, the future looks bright with While the economic slowdown in China the brand well. ing, and optimizing content. It’s been ac- early adoption of Creative Cloud already quiring companies like TypeKit, PhoneGap, exceeding expectations.

56 Best Global Brands 2013 John Deere Johnnie Walker + 15% + 10% 4,865 $m 4,745 $m

John Deere’s ability to balance global expan- products to meet customers’ demand not Johnnie Walker had another exceptional world’s largest embassy for luxury Scotch sion, launch new products, and strengthen only for enhanced performance and un- year, expanding globally while main- whisky” outside of Scotland. It did, how- its business portfolio demonstrates how compromising durability, but also reduced taining a strong level of consistency and ever, stir up controversy in China for fea- a 176-year-old brand can stay true to its emissions and increased comfort. From the commitment to its core values. The annual turing a CGI Bruce Lee in a campaign that heritage and simultaneously adapt to design of its Final Tier 4 diesel engine to Top Performing Spirits Brands report rated debuted in July, almost 40 years to the day rapidly evolving demographic and market the launch of its Gator off-roading vehicle, Johnnie Walker as the clear leader on the of the martial artist’s (and teetotaler’s) trends. Cognizant of an increasing global John Deere continues to demonstrate its international stage. The brand posted 15 death. Ongoing marketing investment in 8 population and a declining rural workforce, commitment to building leading products percent net sales growth for 2012, and its its global “Walk with Giants” and “Step 8 John Deere is working toward generating for those “linked to the land.” The brand’s premium products alone grew 28 percent, Inside the Circuit” campaigns and Grand half of its total revenues from outside North commitment to environmental sustainabil- experiencing significant growth in North Prix sponsorships have helped drive growth 0 America by 2018. With its Agricultural and ity initiatives, strategic focus, and organi- America, thanks to the launch of new Blue and visibility. In addition, restoration of its 2 Turf division, the brand has already made zational realignment and strengthening Label packaging and a successful digital almost century-old Annandale Distillery significant inroads in Brazil and China, of its forestry and construction business rich media advertising campaign enabling in southern Scotland is underway, demon- opening new offices and extending its exemplifies how a Moline, Illinois-based custom bottle engraving orders. While strating commitment to its heritage. Despite dealer network. To address increasing cus- company, most commonly associated with protecting its leadership position in the ongoing global expansion, Johnnie Walker tomer demand, John Deere plans to build tractors and farm equipment, can continue higher price range, Johnnie Walker has also continues to develop award-winning adver‑ seven factories in global markets critical to to deliver on growth targets while broaden- seen great success with the development of tising and design, while maintaining visual its future growth over the next two years. ing public perception of what it means to its House Beijing and Shanghai properties consistency and its premium, quality posi- Last year, John Deere launched several new “Run Like a Deere.” in China, brand experiences dubbed “the tioning in the market.

Johnson & Johnson Kia + 9% + 15% 4,777 $m 4,708 $m

In the last year, Johnson & Johnson has ing fallout from manufacturing issues Kia is a rising star among global automotive impressive results in financially challenged undertaken several initiatives reflecting uncovered a few years ago in the consumer brands. Successfully repositioning away markets such as Europe, but must work to its mission of “Caring for the world, one division. Rather than sell the division, from its former value-driven identity, the raise awareness in lucrative markets like person at a time.” Responding to Hurricane the organization recommitted to its iconic brand is targeting more discerning custom- Brazil. In the wake of rising oil prices, Kia’s Sandy in the US, it donated 20,000 first aid product lines, including Band-Aid and ers with a fresh, vibrant identity that prom- sales success is partly due to a growing kits and USD $5 million. Understanding Tylenol, which helped establish the essence ises “the power to surprise.” This dynamic demand for the brand’s core competencies the importance of communicating the link of the Johnson & Johnson brand, allowing image and the affordability of Kia models in compact design and fuel economy. Cred- 8 between work and brand values, the brand consumers to connect with it. Leveraging make the brand particularly attractive for ibility in this area was challenged in the 8 created Stories of Caring, digital testimoni- its strong brand idea, it embarked on the younger and first-time buyers, especially US market, however, when the fuel effi- als that bring to life the impact of its work “For All You Love” campaign, featuring Millennials. Strengthening that relation- ciency of some models was overstated in 1 on the health of the individual. The brand some of these product brands. This is the ship in Canada, the brand is introducing a late 2012. Though Kia is still building its 3 focused on the launch of its innovation first time in ten years that the company is car-sharing service that will allow students identity, it has managed to distinguish centers around the world this year. These launching a brand campaign, estimated to experience Kia’s new line-up firsthand itself from its sister brand, Hyundai, which centers represent a new approach to R&D, to cost USD $20-$30 million this year. The (on and off campus) and promote respon- may be the most vital matter for the rela- promoting early innovation and reinforcing campaign, centered on people, relation- sible driving. Sales performance remained tively young brand. Profitable, eco-friendly, its position as a transformative force in the ships, and caring, is an important step in strong over the last year, with the brand and moving from value-orientation to de- healthcare industry. The biggest challenge rebuilding trust. finding success in both mature and fast- sign leadership—all are signals pointing to facing the brand continues to be manag- developing markets. Kia had particularly a very strong future for Kia.

58 Best Global Brands 2013 Santander – 2% 4,660 $m

The past year has been difficult for Banco them to Santander in the coming year. Santander, as it faced serious complaints While maintaining internal employee from UK customers over poor customer alignment, it’s also renewing its commit- service and increased interest rates on mort- ment to customers through its “Santander, gages, forcing the brand to contact more a bank for your ideas” program. The brand than 270,000 clients at the request of the is expanding its digital efforts as well, for Financial Conduct Authority. Volatility in example with iZettle, a mobile app that two of its main markets, Brazil and , facilitates credit card payments aimed at 8 has also impacted the group. In response, European small businesses and shops. Santander took a step forward, reorganiz- Santander continues key sponsorships such ing globally and naming Javier Marin its as Copa Grand Prix and Ferrari F1 team, and 4 new CEO. The brand is betting once again working in key countries with important on markets such as Colombia, reinforc- brand ambassadors such as Neymar, Rory ing its position in Mexico, and launching McIlroy, and Jenson Button. Santander has products like the Santander 123 Credit Card unique internal clarity, but must continue in different regions. The brand is also to work on rebuilding relationships with investing in the integration of , customers going forward. Banif, and Sovereign Bank, rebranding

Duracell New 4,645 $m

Duracell, the “Trusted Everywhere” battery most powerful battery to date. Innovation brand, has been meeting global battery in complementary categories has enabled needs for decades, dating back to the first Duracell to maintain its marketplace alkaline batteries. The Procter & Gamble- presence and remain relevant, including owned brand owns 25 percent of the global OEM global sales and consulting services. battery market share and is regarded as one Trust in the brand remains high thanks of P&G’s “Leadership Brands.” The brand to key marketing partnerships, including “ I am passionate about Duracell because it faces a big challenge maintaining that serving as the official battery of the NFL. 8 leadership position, however. Smart- On social media, Duracell’s community directly impacts every moment of my day. phones, tablets, MP3 players, and other growth exceeds that of its competitors consumer electronics tend to run on their with 4.1 million Facebook likes. Duracell 5 Duracell batteries power my hearing, which own rechargeable batteries, causing the strengthened its emotional connection battery market to decline in recent years. with consumers through ad campaigns ultimately powers my ability to excel at To stem declines, the iconic Copper Top featuring firefighters and other first re- battery maker expanded its product mix sponders. A related Duracell Power Relief work and in social settings.” with products like the Duracell Powermat, Corporate Citizenship effort has dispatched a convenient tool to recharge any gadget. and trailers to distribute more The company recently launched Quantum, than 250,000 free batteries to hurricane, — Samantha on Duracell a premium sub-brand that it’s calling its blizzard, and other disaster sites.

Best Global Brands 2013 Jack Daniel’s Ralph Lauren + 7% + 14% 4,642 $m 4,584 $m

Jack Daniel’s set records in 60 countries and Rye, the first time since before Prohibition Ralph Lauren is one of the most famous heritage, along with ever-improving mobile grew 32 percent in Latin America in 2012. that the distillery used a new grain recipe. premium lifestyle brands in the world, and e-commerce functionality and strategic An increasing brand value clearly demon- Product innovation is expected to continue largely based on its ability to create a product expansion, including a wider range strates the brand is resonating with con- in the coming year. Like its products, the unified brand universe and craft a com- of accessories and extending the Polo brand sumers globally. Its tried-and-true process brand’s new campaigns, “The Order of pelling narrative. The brand continues to to women. Key markets include Brazil and keeps the brand consistent in product qual- Gentleman,” the first campaign for improve its position, with 2012 performance Asia, where it’s reopening once-franchised ity, differentiation, and distinctiveness, Gentleman Jack, and “Legend,” celebrating recorded at USD $6.9 billion and a 27 percent stores as flagship brand experiences, such 8 exemplified in the success of its Tennessee the brand’s place in rock and roll history, increase in profit. A push to maintain as its new men’s boutique in Hong Kong. 8 Honey Whiskey. With its broad appeal, reinforce the brand’s authenticity and relevance has meant boosting its social and Prioritizing branded stores over wholesale this new offering has brought more diverse iconic status. It will be interesting to see if digital strategy, including overhauling its relationships, it’s boosting its bottom 6 demographics, such as women and Millen- these campaigns spark deeper dialogue in regional e-commerce operations, produc- line while reinforcing its brand family. To 8 nials, to the brand, earned it one million social media about how the brand’s values ing the RL web magazine as a storytelling that end, Ralph Lauren is opening more likes on Facebook, and won two awards and characteristics link to and enhance platform, and enabling online customi- flagship retail stores, such as the planned from the Australian Liquor Society in its one’s image. Thanks to consistently up- zation. It even invited customers to vote 35,000-square foot store on New York’s Fifth first year. Jack Daniel’s also launched two holding its values throughout the entire on designs from its vaults via a Bring It Avenue that, in 2014, will bring its first limited editions: Sinatra Select honoring brand experience, Jack Daniel’s continues Back program that saw the return of its restaurant to the Big Apple, a concept that Frank Sinatra, one of the first celebrity en- to maintain its position as a worldwide infamous Polo Bear Sweater. The brand is already successful in Paris and Chicago. dorsers of the brand, and Unaged Tennessee leader in its industry. is growing globally thanks to its strong

Avon Chevrolet – 11% New 4,610 $m 4,578 $m

In response to disappointing financial to the brand’s core values and heritage, Once defined as “The Heartbeat of America,” platform: “Find New Roads.” Embracing results in 2012, Avon is in the midst of an Avon has the potential to regain its hold Chevrolet accounts for roughly 70 percent Chevrolet’s spirit of ingenuity, the concept aggressive turnaround plan to scale back on the global beauty and direct selling of all vehicles GM sells. The brand can be will help the brand connect with consum- and restructure its business. CEO Sheri market. Even while in cost-cutting mode, found in more than 140 countries around ers on a more emotional basis. Adding McCoy, at the helm for a year and a half, it’s strategically investing in technology, the world, with 60 percent of Chevrolet- two years of free maintenance to new car is confident she can pull it off. As others providing digital tools to its six million rep- branded vehicles now sold outside of the purchases and its top 10 showing in the 2013 expand in fast-developing markets (and resentatives worldwide, as well as creating US. Following a couple of years of intense J.D. Power Initial Quality Study should also 8 analysts see promise in direct selling there), mobile apps and more opportunities for competition in the US, it’s aggressively roll- help drive consumers to showrooms. Chev- 8 Avon’s makeover will include exiting the customers and representatives to connect ing out new products and seeing an uptick rolet must continue to meaningfully appeal Vietnamese, South Korean, and Irish through social media. Although Avon has in transaction prices at dealerships to help to customers, including new generations 7 markets, cutting 1,500 jobs, and curbing been suffering financially, consumers still build momentum. While the US trend is of drivers around the world, and charge up 9 spending. It also announced the sale of appreciate its values, philanthropic work, moving in the right direction, the brand sales of its Volt. If it can create sustainable its Silpada jewelry home party business, and commitment to empowering women. is also focused on boosting sales in China, growth, penetrate fast developing markets, which it purchased three years ago, selling With some investors predicting Avon will India, and Thailand. As it continues to ex- and see die-hard customers (like Silverado it back to the founders at a steep discount. disappear completely, and others predicting pand its global operations, it’s aligning its owners) come back for more, Chevrolet will As a result, Avon aims to reach single-digit a comeback, the next few years will be a engineering, design, and retail operations have enough steam to build the next chap- percentage revenue growth by 2016. As long crucial test for the 126-year-old brand. behind a single vision and communications ter of its storied history. as McCoy and her leadership team stay true

62 Best Global Brands 2013 Kleenex Heineken + 2% + 10% 4,428 $m 4,331 $m

The Kleenex brand continues to face a promote the brand as the softest facial Leading up to its 140th birthday this year, promoted the brand’s product integration struggle both domestically and interna- tissue in the market, and has also tried to Heineken created many opportunities to say partnership with the most successful James tionally. As tough economic conditions drive consumers’ emotional associations “cheers.” Rolling out its new Star green bot- Bond movie yet, Skyfall, in which Bond’s persist, consumers have grown increasingly with a “Gesture of Care” promotion that tle in key markets as part of the celebrations character was seen, for the first time ever, price sensitive and Kleenex continues to had celebrities delivering Kleenex prod- has helped create a distinct visual identity holding a Heineken on screen. Increasing lose market share to generic products. ucts to unsuspecting consumers in need. for the brand. Innovative marketing and its global visibility and solidifying its posi- Despite challenges, Kleenex has held its Despite its struggles to beat back the gains aggressive global expansion has helped tion as a premium global beer, the iconic 9 brand steady and continues to outspend its store brands have made, Kleenex is still a Heineken to once again outperform the Dutch beer brand completed its acquisition 9 competitors on advertising. The brand global leader in the facial tissue category it overall beer market and international of Singapore-based Asia Pacific Breweries continued to emphasize the disease preven- created almost 100 years ago. Kleenex is sold premium segments with a solid 5.3 percent for USD $4.6 billion earlier this year. This 0 tion strategy it introduced in 2012, although in more than 175 countries and continues organic growth in 2012 and double-digit acquisition will help Heineken build an 2 the brand misstepped when it attempted to hold the top leadership spot in more growth in fast-developing markets. The even stronger platform for expansion across to broaden Kleenex from facial tissue, than 80 of them. Severe allergy, cold, and brand’s innovative approach to marketing Asia, a key market for growth, and to ex- introducing Luxury Foam Hand Sanitizer. flu seasons are bad news for sufferers, but won it a record number of awards from the tend last year’s USD $6.4 billion deal to buy It’s hard to say whether consumers would boosted sales for the brand, leading it to Cannes Lions Festival of Creativity 2013, in- the remaining shares of APB’s Tiger beer have embraced it because the product was lift its forecast for the whole year. Kleenex cluding its first ever Grand Prix in Creative brand. Strong growth and messaging strat- quickly recalled over bacterial contamina- continues to be there for customers, one Effectiveness for its “Open Your World” egies are clearly paying off for Heineken. tion. Kleenex has continued to consistently sneeze at a time. campaign. Its “The Express” campaign

Starbucks Corona + 8% + 5% 4,399 $m 4,276 $m

For a brand that’s synonymous with coffee, brand’s ambition to grow its store footprint Thanks to consistent messaging, Corona international markets. The ad communi- Starbucks is venturing well beyond its coffee in the Asia Pacific region. Having added is building universal global appeal. It’s the cates a “take the beach with you” lifestyle shop model. Key investments this past year 516 new stores in Asia Pacific in the past year top-selling imported premium beer in the and captures Corona’s spirit of enjoying include a USD $100 million acquisition of and revenue up 22 percent, the strategy ap- US and in more than 15 countries across the moment, relaxing, and connecting. San Francisco-based artisanal baking chain pears to be paying off. The most checked-in continents including Asia, Africa, and Connecting its brand image and brand La Boulange, an attempt to improve its food brand in the world according to Facebook, Oceania. Anheuser-Busch InBev’s acqui- values, Corona has focused its strengthened offering and take on rivals encroaching on Starbucks fans are particularly engaged sition of the remaining stake in Mexico’s Corporate Citizenship efforts on its “Save 9 its coffee business. The brand also paid USD in Indonesia and the Philippines. In the Grupo Modelo for approximately USD $20.1 the Beach” initiative. Corona, working with 9 $620 million for the US-based Teavana chain hot over corporate taxes in the UK, it billion concluded this year. While Corona’s celebrities such as Bar Refaeli and Custo in November 2012, expanding its tea line- remains to be seen whether this will have new parent company recently released Dalmau (of Custo ), continues 1 up beyond its Tazo brand. Starbucks also a long-term impact on the brand. All eyes disappointing financials, the agreement in- to revitalize beaches across Europe. It has 3 successfully launched its K-Cup (Keurig’s will be on recently appointed CMO Sharon creases the brand’s global presence, making also focused on sports sponsorships such as popular system) single-serve tea and coffee Rothstein to see how Starbucks responds to it part of a combined company that has the #coronalondon, a beach volleyball tour- for the at-home market in a bid to take on these challenges and opportunities, partic- beer industry’s fourth-largest profit pool. nament featuring Olympic athletes at a Nestlé’s Nespresso brand. Whether these ularly as the brand seeks to further roll out With its Taylor Steele-directed video, “On temporary court in Covent Garden one year strategies will have an impact outside the its customer experience worldwide. Mexico Time—From Where You’d Rather after the sport’s first games at London 2012. US remains to be seen, especially given the Be,” a shift in the brand’s global posi- Teams at the 2013 event competed for a trip tioning can be seen as it works to conquer to Mexico.

64 Best Global Brands 2013 “ Most of us have workforces that are very bright, very intelligent and want to be engaged in a broad way. This idea of a ARCS strategic belief is that you can agree amongst OF the firm on some really CHANGE big arcs of change.” — Ginni Rometty, CEO, IBM Smirnoff + 5% Pizza Hut continues to use 4,262 $m

Smirnoff, which dates back to the 1800s, is Diageo’s promotion of Innovation Director working to find the proper balance between Syl Saller to CMO indicates that innovation social marketing in smart a heritage story and keeping pace with remains a priority for the Smirnoff brand, seemingly endless upstarts in the vodka which has been launching new variations category. The world’s largest vodka brand globally (such as Honey and Coconut in and strategic ways that (controlling 6.5 percent of the global vodka Australia, or Kissed Caramel and Iced Cake market, ahead of Absolut at #2 with 2.6 in the US) to meet consumer demand for percent) announced a shake-up of its own flavored vodkas. By promoting vodka as an 9 this year. The brand hired 72andSunny as experience and not just an ingredient, the empower its customers. its new global creative agency of record in brand will continue to expand its appeal August. It remains to be seen where a new across users and regions, even touching the 5 creative and marketing direction will take a emerging global middle class with Smirnoff brand that has seen steady results continue 1818. With fresh creative thinking in the into 2013 behind promotional vehicles like works, the Smirnoff brand must continue VH1’s Smirnoff Master of the Mix reality show to grow and deliver to stay ahead of the and its art- and social media-fueled “Mid- increasingly competitive vodka market. night Circus” global tour. Parent company

Pizza Hut Harley-Davidson + 2% + 10% 4,269 $m 4,230 $m

In June 2013, Pizza Hut celebrated its 55th Pizza Hut has also used Instagram to pro- Harley-Davidson continues to expand its sales increased overall outside the US, anniversary, offering large one-topping mote special offers and encourage custom- relevance to new audiences, yet stay firmly growth in Europe continues to be a struggle pizzas for USD $5.55. The promotion, driven ers to develop new pizza creations. Perhaps rooted in its heritage. This year, Harley- with motorcycle revenue falling in Europe through TV, digital media, and social its most exciting innovation in this area Davidson celebrates its 110th anniversary six percent last year and an additional 13 media, demonstrates Pizza Hut’s ongoing is its Xbox app, which allows customers with epic events around the world high- percent in the first quarter of 2013. Asia, commitment to rolling out fully-integrated to order pizza while playing games. Pizza lighting the brand’s time-tested commit- Latin America, and other regions will be campaigns. Widely considered to be adven- Hut operates more than 10,000 restaurants ment to creating unparalleled experiences. critical to the brand’s success down the 9 turous with product innovation, the Yum! in more than 90 countries and is growing With its traditional US customer base road as it expects international retail sales 9 Brands-owned chain recently launched new steadily in the US. It has strengthened its on the decline, Harley-Davidson has put of new Harley-Davidson motorcycles to pizza variations in the Middle East, Nor- global presence, with more than 900 restau- greater emphasis on growing its appeal exceed 40 percent of total unit sales by 4 way, Canada, Japan, and the UK, keeping rants in China and almost 300 in India. The across demographics and in new global 2014. Balancing Harley-Davidson’s heritage 6 local tastes and preferences top-of-mind. biggest challenge for Pizza Hut is the rise of markets. There are signs that this is paying story while expanding its presence globally Pizza Hut continues to use social marketing artisanal, organic pizza chains. To remain a off. In 2012, nearly four in ten sales of new is both a great opportunity and a challenge in smart and strategic ways that empower category leader, Pizza Hut must leverage its Harley-Davidson motorcycles in the US were for the brand. Keeping the rider’s experi- its customers. In February 2013, Pizza Hut product innovation skills to not only remain to customers who are new to the brand. ence at the heart of everything it does will launched its successful “Hut. Hut. Hut!” relevant to health-conscious customers, but Nearly six in ten sales worldwide were to continue to strengthen Harley-Davidson social campaign in the US, collecting user- also to appeal to the more refined palates of customers outside its usual demographic. as it charts new territories. generated videos for its Super Bowl ad. aging diners. While new Harley-Davidson motorcycle

66 Best Global Brands 2013 MasterCard Moët & Chandon + 8% + 3% 4,206 $m 3,943 $m

True to its vision of delivering “A world cial inclusion across emerging markets, Moët & Chandon has devoted itself to 270-year-old brand throughout its long beyond cash,” MasterCard introduced providing financial access and education to consolidating its position as the world history. Additionally, the brand has made MasterPass earlier this year as the next 350 million people. The world’s second-larg- leader in champagne, focusing on a significant investment in digital media evolution of PayPass. A digital wallet est payment network, MasterCard has continued expansion in emerging markets, this past year in launching three new simplifying checkouts, the service will also gained share in the US debit card market strong performance in Japan and Australia, mobile applications for different occasions: offer loyalty rewards and real-time account since last year, but lost to Visa in the credit as well as a reaffirmed value-creation Valentine’s Day’s Declare Your Love by alerts that boost the customer experience. card business. In July, MasterCard report- strategy in the United States. This strategy Moët & Chandon Rosé Impérial; New Year’s 9 MasterPass will allow merchants and re- ed a strong Q2 2013 thanks to growth in is aimed at increasing prices and moving Day’s Moët & Chandon Brut Impérial; and 9 tailers the flexibility to deliver a seamless, credit and debit card spending despite slow the product mix further upmarket, Moët Ice Impérial for a daytime getaway. omnichannel shopping experience of the economic growth globally. While the brand enhancing the reputation and desirability The investment seems to be paying off 7 future, including rolling out its own brand- has had a good year, consumers have yet of the Moët & Chandon brand. There has with 22 percent of consumers talking about 9 ed digital wallets. MasterCard also contin- to really notice its innovative products and also been an aggressive investment in champagne online, specifically discussing ues to win new partnerships, striking deals community efforts. As MasterCard con- marketing in order to push the brand Moët & Chandon. Recently, the brand with Bank of America, Citibank, Capital tinues to build momentum and with new forward. First, the brand replaced actress continued to push for relevance through One, and HSBC across a number of indus- CMO Raja Rajamannar in place, it must Scarlett Johansson as its global ambassador its sponsorship of The Great Gatsby. These tries in this past quarter. The brand has share its story and advance its messaging to with tennis superstar . He innovations in marketing, coupled with demonstrated its commitment to a cashless stand out from its competition. epitomizes the “glamour of achievement, global sponsorships, will help reestablish future, launching nine programs of finan- dedicated generosity, and tremendous Moët & Chandon as the world leader style values” that have been key to the in champagne.

Ferrari Gap + 6% + 5% 4,013 $m 3,920 $m

When a European automaker in choppy fulfilled. Internal clarity plays a critical Gap Inc.’s flagship brand is on track to be ling marketing (its “Back to Blue” campaign market conditions increases sales five role in unlocking the value of the Ferrari in 54 countries by year-end as the company is its biggest to date), and a seamless cus- percent, revenue eight percent, and brand, an institutional discipline that builds a global runway. The Gap brand is tomer experience, Gap is working toward operating profit 12 percent, management helped LaFerrari become the first vehicle the cornerstone of the company’s China an integrated omnichannel experience and usually congratulates employees and designed in-house and extended the halo strategy, wooing the nation’s youthful true personalization. For instance, its San immediately increases sales projections. to its parent company’s portfolio of brands. “golden generation” with 80 Gap stores this Francisco and Chicago locations are testing 1 Not Ferrari. The legendary sports car In fact, the Ferrari-managed Maserati is year, seven outlet stores, and e-commerce. a “reserve in store” feature for shoppers, 9 maker wants to pull back from record helping both brands take on competitors. Eyeing nimbler rivals H&M, Zara, and while Gap’s Styld.by co-creation platform global sales of 7,318 units to just under The brand achieves consistency across Uniqlo, Gap is addressing inventory man- for fashion, music, and lifestyle bloggers is 0 7,000. Ferrari recognizes that to protect the its touchpoints, including its Formula 1 agement through tighter relationships with going global. In the not too distant future, 8 brand’s exclusivity and business model it team, 50 retail stores worldwide—even a supply chain partners. It’s also moving to shoppers will scan jeans with a smartphone cannot rely solely on perception. Its 2013 Ferrari amusement park in Abu Dhabi. If rapid-response manufacturing to navigate for in-store suggestions to complete an out- Geneva Motor Show reveal of LaFerrari at its leadership team can continue to globally fashion, color, and design trends, which fit. Gap has seen financial growth this year, 0 the same event of its rival F1 competitor’s execute in a disciplined manner, Ferrari will improve speed to market, minimize but in a critical time for retailers, the brand car created a lot of drama even though the would be a textbook case of how a brand, risks with assortment, and make it easier must work to overcome its challenges, hyper hybrid sold out before the show even and what stands behind it, can grow the to restock merchandise and increase orders which in the wake of the factory collapse started. With a one million-plus euro price business and deliver higher revenues of popular items. Looking to differentiate in Bangladesh, includes keeping vigilant tag, 700 requests were made but only 499 and margins. with consistently great products, compel- watch over its supply chain.

68 Best Global Brands 2013 Creative Leadership in the Post-digital World By Andy Payne

“Cool factor.” “Must-have.” “Innovative.” “Wow.” These kinds of consumer comments about brands are no accident. They are the product, among other things, of brilliant creative thinking and execution. The leading brands have always had it, driving behavior change by remaking their offering, eclips- ing their competition, and reinventing categories.

That’s the very definition of leadership in the mar- CREATIVE LEADERSHIP CREATIVE ket—and the crucial role that creativity and design play in this world-changing process cannot be over- stated. The true creative leader sees an expanded definition of possibility in every piece of research, knows that data is only as big as the impact it has in people’s lives, and finds new needs where others do not.

The imperative for leaders to take this approach in order to grow the value of their brand has never been more profound than it is today. The social, mobile, and digital reality has remade all the rules in short “ When I’m traveling, Starbucks gives order. In just a few years, everything brands knew me a sense of grounding and reassurance. to be successful in the marketplace has changed. I know what I’m going to get there. It’s a These are indeed wild new times, and there’s no going back. Fortunately, we’ve found that, far from familiar experience. Starbucks makes me being the province of a savant or a mystic, the type feel more at home in a strange place.” of leadership that grows brand value today can be — Claire on Starbucks attained through the exercise of six basic principles.

Best Global Brands 2013 1. Anticipate 3. Share 5. Truth Best Global Brands:

If there is one overarching principle The experiences brands create in this The co-requisite of the shared control The Cannes Lions 2013 leaders need to learn, it is anticipation. post-digital environment cannot be model is the transparency that comes Today’s barely visible blip of demand on one-way broadcasts or empty spectacles; with it—and so our fifth principle is Grand Prix Winners the trends radar is tomorrow’s frenzied people increasingly empowered by the truth. Tell it. Live it. Because if you desire. When BMW relaunched the democratizing effects of social and mo- don’t, everyone will know. It’s a global MINI in 2000 there was no such category bile need to feel a sense of ownership of commons and your every move is live, as compact luxury. So the automaker the brands they make part of their lives. 24/7. Let the litany of brands that were created it—by reading the stars of the Crowdsourcing, participatory activities, less than honest in recent years be a

market in a creative way and pushing pop-up retail, and events all speak to cautionary tale: Silence and spin are not Apple (#1), iPad mini Intel (#9) & , ahead. Leaders aren’t afraid to define brands needing to share in order to lead. your friends now, and they are unlikely magazine demo “The Beauty Inside” markets, not by following trends but Lego’s open-source design has connected to be again. From BP all the way down The campaign for the This series of short by innovating what we need next, and with existing communities of interest to any once-trendy restaurant that got iPad mini stayed true films—featuring the then delivering it. and brought fans closer to the brand, bad reviews on Yelp, brands that are not to Apple’s identity main character’s while Nike’s customizable, interactive truthful are failing to lead. with a simple, yet laptop and the role it effective approach. plays in his life—was shoe design sites have made co-creation Life-size mockups of the “surprise hit” of 2. Experience part of the way audiences experience the tablet were placed this year’s festival, Nike. For savvy brands, the experiences 6. Living on the back of mag- according to Ad Age, LEADERSHIP CREATIVE In order to deliver on the big ideas that truly lead the way are ones where azines such as TIME adding that the and The New Yorker, co-branded content needed to anticipate the next, leaders the company finds ways to share control. This leads us to the ultimate principle showing the front stood out because it must be ever ready to create meaning- of creative leadership for brands, one cover of the same “was ‘born out of a ful experiences that seamlessly cross which in many ways is the sum total of issue to mimic the beautiful brand trust experience of reading that it’s the inside

LEAD platforms and touchpoints, navigating 4. Good the other five: Living. Interbrand has it on the mini. that counts,’ just like the swaths of technology woven into always advocated that brands are living Intel, powering the the fabric of people’s daily lives. Digital Smart, dedicated Corporate Citizenship assets, contributing tangibly, measur- Toshiba computer.” has become fully integrated into our is the secret to shining brighter in the ably, to the market health of an organi- movements from one place to another, post-digital age. We have studied the zation. Now post-digital, interconnected in our interactions from work to social reaction to various approaches to Corpo- circumstances have made this maxim to downtime. There is no line, nor rate Citizenship and found conclusively truer than ever. Old corporate identity is starting point and ending, between our that audiences respond very positively to simply not enough—monolithic design digital selves and the rest of our lives. companies crafting citizenship cam- that relied on rote consistency to drive

That’s what we mean when we refer to paigns as part of their core identity, not home a commanding market presence IBM (#4), “Smart Heineken (#92), a post-digital world. Thomson Reuters an add-on; hence, IBM making smarter has outlived its usefulness. Brands now Ideas for Smarter “The Date” Cities” led by moving from listing and searching buildings, more efficient grids, and need to move nimbly through our lives For the second ad in through repositories of information— cleaner energy becomes simultaneously and through rapidly changing tech- This innovative the brand’s “Open an old dotcom way of being digital—to a badge of their engagement in the world nological and cultural developments. outdoor campaign Your World” global Intelligent Information, a fully integrated and a brand identity to bolster their place Most, if not all, of the top 100 Best Global put IBM’s advertise- campaign, a debonair ments to work—lit- gent takes an attrac- and intuitive offering that becomes part in the market. Likewise, when Western Brands understand the ROI that accrues erally. The billboards tive young woman on of the user’s life. Not coincidentally, the Union stood up for immigration rights, to brands that live and breathe, evolving doubled as street an epic date, showing company also employs a state-of-the-art and even sent their CEO to the UN to tes- across time and audience experiences, furniture such as off his magic and cu- brand governance model with nearly tify, it made an impact, since so much of while staying true to their essence. ramps, benches and linary skills. A related overhead shelters. interactive element, their business is in wire transfer remit- real-time tracking of the effectiveness Debuting in Paris which invited con- of its brand. tance payments across national borders. and London, each sumers to enter for a They identified an issue where they had location utilized chance to win their credibility and heart, and proceeded bold colors and text own legendary date, encouraging users to also proved to be a to do good—for their perception in the interact online. huge success. market and their bottom line.

72 Best Global Brands 2013 China’s New Brand Leaders By Leslie Butterfield

The speed of change in China today is truly incredible: Incomes are rising, prices are stable and, as a result, optimism and conspicuous consumption still abound. But as things that were once the stuff of dreams are now within the reach of many Chinese people, the consumer culture is becoming more discerning and a new

generation is increasingly seeking quality and LEADERS BRAND CHINA’S NEW authenticity over pure display and status.

At the same time, Chinese brands are becoming more self-confident. Many are looking to not only expand and grow regionally, but also compete directly with the Western brands that currently dominate the global landscape. To play at the global level, however, Chinese brands will need to foster more of a brand-building culture. Brands should keep several thoughts in mind as they develop strategies to lead and succeed globally.

“ Google is my go-to for just about anything. It’s no longer just a search engine. It’s like a quirky friend who knows everything you could possibly want to know.” — Teal on Google

Best Global Brands 2013 LEAD storytelling oroverall brand messaging storytelling how consumersarereactingto online improvements andgettingahandleon ties that resultfromwebsite orproduct brands, understandingtheopportuni- brands arebeginningtocatch up. Forall head startinthisregard,butChinese conversation. Western brandshave a to settherecordstraightorsteer positive andnegative, isagreat way Responding tosocialfeedback,both the marketviews theirorganization. perceived, theycaninfluencetheway really understandhowtheirbrandis Once brandleadersandmarketingteams of communication. manage impressionsacrossallchannels be thosethat listencloselyandactively tial. Tomorrow’s leadingbrandswill in thesocialmedialandscapeisessen- ple aresaying aboutyour organization tools that trackandmeasurewhat peo influence consumerperceptions,using As conversations onlineincreasingly tening firm)hasdone for North America. doing what Sysomos(asocialmedialis- growing. Companies likeK-Matrix are to consumers,anddigitalresearchis China isgettingbetterat listening innovation andsoundbrandstrategy. find theirownway forward through others, buttotrulysucceed,theymust aspirations cantakeimportantcuesfrom brands. Chinesebrandswithglobal into producingabetterversion ofthose more Chinesebrandsareputtingeffort uring outhowtomakethesamefor less, what otherbrandsareproducingandfig- vation. Rather than simplylookingat China ismovingfromimitation toinno- Leaders areresponsive Leaders listen Leaders lead,theydon’t follow - 76 company’s abilitytoclarify itsbrand to makemanagingfinances easier. The products, thePing An brandpromises are strugglingwithcomplexfinancial this factor. Recognizingthat consumers in China, owes muchofitssuccess to brands the best-knownfinancialservices needs. Ping An, nowoneof emotional macy—recognizing andrespondingto need tofocus moreoncreating inti- expectations increase,Chinesebrands customers becomemorediscerningand scale canonlygetabrandsofar. As mindset inChina,butvolume and isstill acommon “Bigger isbetter” chaintolife. service-profit act withcustomersandreallybringthe brand, astheyaretheoneswhointer- the mostsignificantassetsofacorporate like Haierrealizeemployees areamong ization andpersonalattention. Leaders fulfilled itsconsumers’needs for custom- face themarketdirectly. Indoingso, it andencouraged employeesservices to mindset fromsellingproductsto among employees. The brandshiftedits of innovation andentrepreneurship secret? Haieractively promotesaspirit mance surpassedthewholemarket.Its appliance industry, 2012perfor- Haier’s ample. Despiteslowgrowthinthehome electronics giant,Haier, isonesuchex- relationships withcustomers.Home corporate cultureandbuildingcloser message arecreating astrongerinternal into gettingemployees onbrandand China, Chinesecompaniesthat puteffort engagement isstillinitsinfancy While thedisciplineofinternalbrand keep abrandrelevant anddifferentiated. is criticaltomakingchangesthat will scale andintimacy Grea Great brandsstartfromwithin t brandscombine still thebiggestemitterofCO2 emissions International Energy Agency (IEA),is efficiency, thecountry, accordingtothe renewable sourcesandimprove energy While Chinaismakingefforts toadopt behaviors willbetheonesthat succeed. best respondtoevolving userneedsand and hotelreservations, thebrandsthat sharing andmobilepayments toflight aspectofChineselife,fromphoto every online activitiesbecomeintegrated into react toandrelate tocustomers. As customer experience,andhowbrands thing: consumerchoicesandbehaviors, defining andreshapingabsolutelyevery- tal isnotasmartstrategy. Digital isre- brand strategy that doesn’t embracedigi- media aregrowingrapidlyinChina,any mobile,andsocial Since e-commerce, isstruggling. industry even whentherestofinsurance is thereasonPing An continuestothrive, promise andspeaktorealhumanneeds innovation and sound brand strategy. find their own way forward through but to truly succeed, they must can take important cues from others, Chinese brands with global aspirations Sustainability isamust and center Digital mustbefront Best Global Brands 2013 Brands Global Best

world unfolds. asthe21st century increasingly maketheirmark onthe will survivethetestsofadversity and that harnessthepower oftheirbrands tainable business,Chinesecompanies with ahumantouchtoadvancing sus- ing brand-buildingandimbuingbrands China’s corporate culture.Fromembrac- surely accelerate themodernization of digitally-savvy young executives will for authenticity, these progressive and of inventiveness andanappreciation force intheworld. Definedbyaspirit have thebestbusiness-trainedwork- well for China. willsoon This country and managementprofessionalsbodes of anewgeneration ofaspiringbusiness Despite significantchallenges,therise sustainable economy. ing super-power, andapath toamore stability, itsmoralmandate asanemerg- for China’sbe apre-condition domestic green businesspracticeswillincreasingly by climate change. As such,responsible to natural disastersperhapsexacerbated causes, fromairpollutioninmajorcities environment andtheproblemsthis attention deteriorating tothecountry’s in theworld. Many reportshave drawn CHINA’S NEW BRAND LEADERS BRAND NEW CHINA’S Corporate Citizenship 2.0: Leading the Way to a Skill-sharing Economy By Tom Zara

From climate change and water scarcity to labor abuses and economic disparity, even those with only a rudimentary grasp of the issues at play rec- ognize that the challenges we face today are seri- ous and complex. Feeling pressure to accelerate the pace of change from consumers, employees, and other stakeholders, leading brands are real-

izing that reprioritization is necessary. Whether 2.0 CITIZENSHIP CORPORATE it’s about future-proofing your business or meet- ing consumer expectations, Corporate Citizenship isn’t just about “being good” anymore—21st century brands have to step up to solve hard problems.

The new approach involves restoring dynamic bal- ance to the system—and a new business paradigm that puts Corporate Citizenship, not on the periph- ery, but at the center of business. The ethos of this new paradigm is one of “enlightened self-interest” and shared values. It is a paradigm in which labor and resources are utilized ethically and responsibly, “ I use Microsoft products at school. We’re growth is achieved in smarter, more efficient ways, and both resources and communities are learning programming and I was even replenished, rather than continually depleted. awarded an ‘excellence in computing’ medal. This past year, I built a really cool PowerPoint presentation on mustangs because I love horses.” — Teagan on Microsoft

Best Global Brands 2013 The pressures of competition, the need Brands are a tremendous resource. Cor- Brands are the agents of change the surrounding environment. The to mitigate supply chain risks, and the porations have incredible skills they’ve task of the New Corporate Citizen is to desire to streamline operations initially used to evolve their own businesses. At Interbrand we talk about the power stabilize this flow of energy and manage fueled Corporate Citizenship’s first Whether the skills are technological, of brands and the potential of brands to the impact on people and the planet wave. But sobering future probabilities, creative, logistical, or financial, the way change the world. To fully appreciate wherever possible. the demands and shifting preferences you democratize prosperity is by sharing this potential, we have to examine the of consumers, the expectations of in- those skills. To solve the world’s greatest context within which a brand sits: soci- While the new purpose of business is to vestors, and the scrutiny of regulators problems, you’ve got to do more than just ety. Each business in the marketplace keep the flow of money, goods, and ser- have mobilized numerous brands to put fund NGOs. You’ve got to provide new can be thought of as one cell of produc- vices flowing in a responsible manner, greater effort into addressing their social financial models, operational models, tion in a larger social organism; together, the purpose of brands involves the same and environmental impacts. However, and new HR payment systems so that the global industries constitute a mega- but also has other dimensions. Brands the next wave of Corporate Citizenship organizations on the ground can more machine of production. Like a pump of act on the psyche. Brands influence. will require brands to go further, taking effectively deliver outcome and impact. gigantic dimensions, the collective acti- Brands educate. Brands change behav- a more conscious role in the shaping and The organizations that embrace this idea vity of brands sets flows of energy and ior. Brands inspire. Brands focus energy. transformation of society. are the ones that will have a much more money into motion that course through A business, elevated by the power and compelling Corporate Citizenship story to the veins of the economic system. When purpose of its brand, can bring together tell because they’re not only working to the economic machine accelerates or runs various economic factors, resources, and CORPORATE CITIZENSHIP 2.0 CITIZENSHIP CORPORATE Where there’s a will and solve a problem, they’re also leveraging out of control, it consumes more energy, skill sets, organize them, and use them skills—there’s a way the thing that made them successful— more material, more knowledge—and to not only maximize profit, but to bring for the benefit of others. more waste products are deposited in the world back into balance. In the past, Corporate Citizenship was typically a quiet commitment. If you Traditionally, when we think of a compa- didn’t know about it, then it didn’t ny’s success, we think in terms of perfor-

LEAD exist—and, therefore it couldn’t be mance metrics, but success and prosper- scrutinized. However, now that consum- ity can be bigger than that. It can extend ers and prospective employees are using beyond the walls of your own institution Corporations need to understand CSR as an indicator of an organization’s and touch others. Corporations need to moral fiber and commitment to purpose, understand that they possess a gift, a companies are realizing Corporate powerful potential created by their entire that they possess a gift, a Citizenship is not just about a glossy workforce that can be redeployed in a way report, but something that can be seen that makes a difference and effectively and experienced. changes things for the better. powerful potential created by What brands must achieve today is an Right now, there is an army of people impact everyone can feel. Writing a check out there—people working to sequester to support the arts is wonderful, but how carbon, feed the hungry, save imperiled their entire workforce that can be many actually feel that impact? On the species—but many of them don’t have other hand, nearly 800 million people in MBAs or access to MIT technology. the world do not have access to safe drink- Caring, compassionate people find redeployed in a way that makes a ing water. Now that is an area where a their way to rural parts of Africa and brand can make an enormous impact. Asia, ready to save lives, but they’re The problem is, when we think about a often not connected to the business difference and effectively changes challenge that big, there is a tendency to skills and creative talent that would get overwhelmed, to think that the issue make them even more successful at is so daunting it’s beyond resolution. But what they do. Corporations today have things for the better. then, there are others who are saying, “I an opportunity to deploy their unique wish I knew how to solve that problem,” talents, skills, and resources in a way and that’s when companies should step that builds and fortifies the resources in and take action—the will is there and that are already being put in place to so are the skills. create positive change.

80 Best Global Brands 2013 “ New technologies come and go. This is simply the nature of our business. The Samsung brand is the only asset that will live on beyond our STRENGTHEN products. To ensure the brand succeeds AND in the long term, we SUBSTANTIATE need to strengthen and substantiate it.” — Sue Shim, Global CMO, Samsung From Information to Intelligence: Unlocking the Promise of Big Data By Emma Hrustic

Today’s CMOs have access to unprecedented quantities and types of data. But in order to effectively lead, they must solve how to move from data to intelligence; from reacting to a set of numbers to a strategic approach that a) understands what the numbers add up to, and b) enables them to take the right actions

based on the insights gleaned. INTELLIGENCE INFORMATION TO FROM

Across sectors and industries, from smaller startups to established multinationals, marketers need a framework that converts information to usable insight, which is why we’ve developed Brand Intelligence. Where marketers are generally using information tactically—and reactively—Brand Intelligence is designed to deliver systematic aggregation, analysis, and activation of myriad data on brands to build a strategic roadmap and identify tactical actions to pave the way.

Brand Strength: Herding the numbers

Making numbers mean more is a little like herding “ The smart use of Big Data has been hugely stray animals. It all starts with Brand Strength, successful for Facebook. Facebook has our brand valuation methodology. Rooted in the knowledge from decades of experience that been able to convert random clicks into great brands start from within, Brand Strength meaningful and profitable strategies for its measures four critical internal factors: Clarity, advertisers.” — Bish on Facebook Commitment, Protection, and Responsiveness.

Best Global Brands 2013 The emphasis on the internal well-being Once a brand’s current positioning is of a brand immediately differentiates the mapped, it becomes possible to identify way we understand and interpret data, both near-term and long-term priorities and causes us to ask different questions and develop a data-driven action plan of different stakeholders—the answers that puts that brand on a path to long- to which will help us understand how to term success. best activate a brand externally.

Next, the Brand Strength model tracks six Where we’re heading: key external factors: Authenticity, Rele- CMO rising, brand rising vance, Differentiation, Consistency, Pres- ence, and Understanding. In tandem with As we get further down the road of Big the internal factors, these metrics begin to Data, tactical and incremental marketing yield a more complete picture of a brand in is being revealed as the dead-end detour it action, revealing areas for improvement as is. To stay on a path to Brand Strength, it’s well as strengths; the data starts to signify not just about the numbers; it’s about the something larger, and the types of ques- meaning we derive from those numbers, tions we need to ask and numbers we need and how they’ll help us solve the business to examine become clearer as a result. challenges that small-bore tactics will never successfully address. We integrate existing brand data and add in primary research. Every new piece Big Data has put a new onus on CMOs and of information informs what types of their teams to lead—to build actionable

LEAD questions we ask next and what sort of insights on the shifting sand of metrics. research will be relevant. Because we are CMOs are staying in their roles twice as solving business challenges and thinking long as they were a decade ago—almost strategically, the numbers begin to tell us four years on average now vs. 23 months as a story—of challenges and opportunities measured in 2004. Their increased primacy to drive choice, build loyalty, command a represents an acknowledgment of some- premium, and ultimately grow the kind thing we’ve long held true: that system- of halo that forms around the world’s atic, strategic attention to brand is in fact greatest brands. the single most determinative factor in the success of an organization over time.

Brand Navigator: CMOs, therefore, are uniquely positioned Mapping success to provide the overarching leadership needed to make meaning out of the In order to figure out the best way to move numbers, and to marshal organizational forward, CMOs need a broader, clearer resources across business units, teams, picture of where their brand sits now. and silos. By finding wisdom in the data, That’s why we start by assessing the lay of creating a culture of success internally, the land: We leverage existing data—from and then turning that power on the mar- brand tracking to employee engagement ket, it is the CMOs and their brand teams and customer satisfaction information— who can advance the methods of Brand and measure findings against our Brand Intelligence and navigate their organiza- Strength factors to get a full picture of a tions to the top. brand’s internal and external strengths and weaknesses. — See page 120 for more on Interbrand’s Brand Strength methodology.

84 Airline Brands: Putting Passengers in the Captain’s Seat By Stuart Green

Turbulence is a constant for the avia- A holistic view tion industry. Airlines remain beset with huge capital requirements, high Influencing choice on a sustained basis operating costs, restrictive government requires a genuine integration between policies, differing tax regimes, few manu- the online and offline experience. Success- facturers, a reliance on ground operat- ful airlines must create and maintain a ing systems, strict aviation regulations, holistic vision for the brand that drives strong labor unions, pressure from all experiences. For example, Virgin environmental groups, intense compe- Atlantic’s #FITFOO campaign (Flying in tition, and of course, the weather! It’s the Face of the Ordinary) is not just a difficult to think of a more challenging digital campaign, but also an expression business sector in which to build and of the brand, where fun is a key ele- maintain success. The good news is more ment. Using social media, Virgin looked and more people just love, or need, to fly. for those having a dreary, grey day, Within 20 years, it’s expected that approx- and set out to make special deliveries to AIRLINES imately five billion people will be middle brighten their lives. class, due to growth in fast-developing markets. This new audience is key for airline brands that want to thrive in the A more customized journey coming years. To capture them, airlines need to make these offerings a priority: Consumers are increasingly diverse, wise, and demanding, from gourmet menus to in-flight showers. There is a Pre-boarding engagement greater connection between the way people live on the ground, and the ex- Fueled by changing consumer behavior, periences they desire when they travel. we continue to see more partnerships, There will always be a place for the pre- co-branding, social media, and digital mium and budget ends of the spectrum. engagement, as well as more innovative That said, the future will be more about efforts in enhancing the travel experi- customization throughout the journey. ence. KLM, well known for its embrace Put simply, successful airline brands will of digital and social media, has launched relate to the lifestyles of their custom- a series of mobile apps, such as Passport, ers, and be a better reflection of their which lets users record their journeys interests. This means more strategic and share their experiences via Facebook. partnerships and co-branding as airline Another mobile app lets passengers give owners build customer journey ecosys- real-time feedback on their experiences tems, of which the airline brand is but “ Iberia provides a strong sense of belonging at the airport. Its recent foray into one important entity. mobile gaming, Aviation Empire, even for the Spanish public. As a Spaniard, flying puts customers (virtually) in charge of the airline. — Stuart Green is Chief with Iberia always makes me feel right at Executive Officer, Interbrand home.” — Angela on Iberia Asia Pacific

Best Global Brands 2013 / Airlines Apparel Brands: Looking Beyond Trends to Real Life By Bertrand Chovet

The great Coco Chanel said, “Fashion Exploring brave new is not something that exists in dresses processes and materials only. Fashion is in the sky, in the street. Fashion has to do with ideas, the way we Fast fashion will inevitably hit a bump live, what is happening.” And as we said in the road as commodity costs increase, in our Best Retail Brands 2013 report, the populations grow, and resource scarcity act of shopping itself “represents the becomes a reality. However, the textile search for a better life, the promise of a industry is finding that resource-inten- brighter tomorrow.” sive (and often polluting) processes and materials can be replaced with cleaner, The strength of an apparel brand shouldn’t more efficient ones. Nike and adidas are be about keeping up with trends or even revolutionizing water-based processes setting them. It’s about being responsive like dyeing by eliminating the use of to changing needs (and crises, such as the water entirely—a huge and commend- Bangladesh disaster) and taking practical able breakthrough. APPAREL cues from the zeitgeist, and then incor- porating those insights into every part of the brand’s journey to the point of sale, Reinventing the from materials and manufacturing to the shopping experience retail channel and merchandising. That’s why today’s visionary apparel brand Online, great service and easy returns leaders are thinking about: make all the difference. The in-store pur- chase decision, however, is as influenced by the environment as the garment Creating a culture of itself. Pop-up shops and unexpected brand champions collaborations can keep things fresh, but think mobile integration or digital Apparel brands are digital rock stars, but touchscreens, too. Enhancing and con- it’s a many-to-many conversation. Nike, necting the in-store shopping experience Vans, Converse, adidas, and Hollister to more engaging and efficient e-com- have a huge presence on Instagram. On merce are a pre-requisite to making great Facebook, Converse has almost 40 mil- clothes. Consider how Hointer, a small lion fans, while Nike has 15 million and US denim boutique, puts mobile center counting. But it’s not enough to rack up stage and utilizes robotic technology “ Each fall, I love seeing Gap’s advertisements masses of fans; brands must engage with to bring the purchase to the customer. them, learn from them, and activate Shoppers are craving more opportunities them. From digital divas (hyper-connected to touch, try, interact, and share. The for winter clothes. Gap always manages to young women with social moxie to world is changing swiftly and apparel spare) to hardcore sneakerheads, leading brands must change with it, or risk end- capture the feeling of the season — fluffy brands must engage influencers with ing up on the clearance rack. exclusive offers and other rewards for white snow, cozy sweaters, and big smiles.” helping drive sales. — Bertrand Chovet is Managing — Victoria on Gap Director, Interbrand Paris

Best Global Brands 2013 / Apparel Shifting Gears: How Consumers are Steering Auto Brands’ Future By Michel Gabriel and Andrew Martschenko

Automakers are grappling with the mo- The evolution of luxury bility needs of tomorrow, changing their strategies according to customer needs Consumption is changing, too, as quality worldwide. Consumers want value for of life begins to outweigh (in some mar- money at all price points, with traditional kets) status and luxury. On the one hand, notions of ownership evolving. High- there’s a desire for the exceptional and growth markets still value the vehicle as the exclusive; on the other, a disdain for a status symbol with many of these car excess and waste. As time spent enjoying buyers participating for the very first time. the sensual pleasures of the driving expe- In more mature markets, the growth in rience becomes a luxury in and of itself, actual miles driven per person is declin- car brands must address the diverging ing and alternatives such as car-sharing needs of consumers, especially those truly options and the adoption of more flexible seeking the luxury automotive experi-

models are prevalent. ence—not to mention luxury car buyers AUTOMOTIVE in fast-moving markets. Everything must These trends are industrywide. Urban be re-evaluated—the choice/purchase pro- youths across markets are seeking cess, the range of services offered, supply car-sharing options. Customization, chain and sustainability metrics, partner- innovation, and sustainability are key, ships, managing the brand experience, along with in-car connectivity and smart and digital and social marketing. features. The auto sector is evolving, weighing tech must-haves versus nice-to- haves. Many global automakers are now A new kind of brand leader embedding technologies that would have launched with their premium brands The successful auto brand leader must first but have opted to directly offer in inspire employees, sales partners, manu- their high-volume vehicles. Other consid- facturers, partners, stakeholders—and, of erations shaping auto brands’ outlook: course, customers. The automobile indus- try is undergoing a transformation, and the CEO and the CMO must point to the Shifting populations horizon in 2023. That’s where the opportu- nities lie, and it’s also where the greatest “ If any one brand is going to capture the The recent influx of people into big cities rewards will be reaped. That is where each has compelled brand owners to take brand must go to ensure it stays relevant trifecta of automotive manufacturing — urban mobility concepts seriously. Demo- in its sector. graphic trends such as the “down-aging” of older but more active and plugged-in design, performance, and economy — consumers are forcing brands to ask — Michel Gabriel is Managing themselves: How can brands actively Director, Interbrand Zürich it’s Ford. These elements are carried connect with the younger end of the Andrew Martschenko is spectrum while remaining desirable for Senior Director, Strategy, throughout Ford’s product line.” the youthful older generation? Interbrand New York — Alex on Ford

Best Global Brands 2013 / Automotive Making Business Services Brands Unbreakable By Josh Feldmeth

Yes, global marketplaces are turbulent; beliefs and, in the words of Margaret businesses need consultants to help Mead, stir “a small group of thought- navigate them, brand is a major driver ful, committed citizens (to) change the for businesses—and business services world.” The good news is that purpose brands are really hard to build, lead, and is essentially free. One simply needs to manage. It’s not an impossible task; it identify it, and claim it. just requires some fresh thinking.

Strategic content Cultivating good habits

Following a shift in behavioral mindset, SERVICES BUSINESS You could say that the process for build- the number two driver for business ser- ing strong business services brands is vices brands is intellectual property and akin to quitting smoking, or other bad content. Conferences, white papers, habits. As Charles Duhigg writes in proprietary studies—even when they’re his book, The Power of Habit, “Change well-written, they often fail to look and might not be fast and it isn’t always sound like they come from the same easy. But with time and effort, almost organization. In these cases, and it’s any habit can be reshaped.” This think- a symptom that plagues nearly every ing can also transform business services business services brand, whatever clarity brands. With intangible products and of purpose and endemic cultural values minimal direct brand-building (e.g. exist are lost through a farrago of smart advertising), they’re fundamentally but disconnected content. an extension of their people. Companies like McKinsey construct cultures using A cohesive content strategy solves this a cue-behavior-reward infrastructure to problem. It orchestrates the many voices nurture successful employees and build of the organization around a strategic unbreakable brands. platform of thought leadership, and harmonizes them through a common voice. The stronger the content strategy, Higher purpose the lower the volume of content required to achieve higher returns to brand “ Xerox is one of those iconic brands that I Even the most highly motivated busi- strength. The upshot: Less content is ness service organizations struggle to more. Less effort is required. And the remember from my childhood. Now, as a align their people’s motivations, as organization’s people give more of their high-powered partners and top-shelf best thinking and efforts. talent are often reluctant to subli- professional, I can’t imagine a business mate their points of view to a common objective. That’s where purpose comes — Josh Feldmeth is Chief setting without Xerox machines, software, in. If employees are to be engaged in the Executive Officer, Interbrand cue-behavior-reward loop, they need to New York, San Francisco & or workflow solutions close at hand.” be pulled by a belief system that appeals Toronto to their better selves. Where lofty mis- — Mark on Xerox sion statements falter, a well-articulated purpose has the power to forge shared

Best Global Brands 2013 / Business Services CONSUMER BRANDS is Global Executive is Global Executive Cole Cole Elan Consumer Director, Creative Brands, Interbrand  Stand for this, not that this, Stand for got to believe You’ve — Consumer Brands The challenge is that standing for for standing The challenge is that to reject the have something means you is This notion of exclusion opposite. really scary But the consumer brands. for anything. for is not standing alternative for job in standing U by Kotex did a great facts about their giving girls the straight took a stand against changing bodies. It norms and took decades of category pipeline of new command of an eternal new life forming brand loyalists: teens timely The brand is delivering rituals. by a live products and experiences that connects. standard that timeless clear, excel- operational R&D, Technology, and consumer- lence, process efficiency, a product insights are pillars for driven successful brand, but they are not the queues generates ownable magic that lies in the That posts. YouTube and gives What brand belief and behaviors. Nike the right and means to successfully connected biometric bracelets? deliver the brand the ability to gives What leadership in a segment that maintain - should be owned by device manufactur ers? something timeless and It stands for stance by by that resonant, and it lives brand Nike’s acting on emergent values. leaders define technology and products through the lens of their brand, and they be defined by it. let themselves don’t

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Best Global Brands 2013 / Consumer Brands: Seeking Value That Outlasts Products Outlasts That Value Seeking Brands: Consumer Cole By Elan Think planned relevance (not obsolescence) Everyone needs soap to keep things clean, needs soap to keep Everyone to and sweets cuts, to cover bandages enjoy everyand then. Consumer now unique versions brands bank on their grow and generate of these products to a But as soon as one brand patents value. competitors (and the retailer technology, sells it) race to copy it, one-up it, or that The advan- make it in strawberry flavor. brand is technology brings to a tage that as the window of time as valuable only the brand controls the manufactur that For consumer brands,ing and access to it. 3-D that Given window is narrow. that printers are churning out guns and body consumers will be parts, how long before able to download steaks, cola, and toilet a brand to do? paper—and what’s back to 1971 could go Imagine you when Blue Ribbon Sports changed its name to lit- the impact that knew Nike, and you the over was going to have tle company make you coming decades. How would brand remained competing sure your up to me, I’d If it were top relevance? at something stood for we make sure that clearly defined and inspiring, a core idea driving products and features—not tethered to (or limited by) them. We idea fit into understand how that would through and then deliver lives people’s products, brand expression, and total a brand that have would experience. We up for, in and line people could believe despite changing landscapes, cheaper copies, or parity choices. In short, exactly Nike did. what

Chieko on Johnson & Johnson & Johnson on Chieko I of all it using been I’ve think I Shampoo. to have don’t I that is part best The life. my shower.” the in eyes my close — “ Baby Johnson’s of smell sweet the love How Digital-savvy Brands Bring Customers into the C-Suite By Dominik von Jan

Now that people can connect with things more convenient and tailored brands through multiple channels any- to their interests. From Amazon’s “you time, anywhere—and leave their opinion might also like” feature to Uber’s one- with the click of a button—brands have tap payments, consumers are used to had to become more proactive, respon- a whole new level of convenience and sive, and co-creative with customers. personalization. Today, targeted com‑ Most companies recognize how power‑ munications get results. fully digital is influencing consumer choice—even the way businesses are While targeted communications are structured, organized, and managed. key, brands that can surprise and delight We’re seeing forward-looking companies customers will best establish loyalty. making digital a seamless part of both Smarter, automated suggestion algo- business and brand strategy to bring cus- rithms, micro-level trend analysis, and tomers into the C-suite—and executives the creative intuition of a savvy market‑ into the real world. The keys: ing team help future-proof digital strategy. DIGITAL

Understand people Develop a compelling brand personality, especially in digital Use digital tools to find out what con- sumers want and how to deliver it in Infuse all communications, not just a smart, convenient way. One caveat: the big TV ads, with a human tone of Many companies collect data but miss voice and character to bring your brand out when it comes to applying the to life. Loyalty is created when people insights effectively. Oftentimes siloed connect on an emotional level, when legacy systems prevent the application they come to appreciate the character of of collected insights across different a brand, in addition to the utility and brand touchpoints. As consumers grow usability it provides through its prod- increasingly demanding, it is more crit- ucts. That is what makes the MINI car ical for brands to provide seamless cross- brand so strong and its customers so or omnichannel shopping and service happy. And it is what makes ordering experiences. Those who don’t prioritize business cards from online print service this now stand to lose market share. MOO.com a surprisingly pleasant pro- cess. These products don’t just fulfill a “ I use Amazon because it offers second- need, but let us connect with a personal- Personalize and harmonize ity behind the product.

hand pricing options and great deals on Provide relevant, intuitive insights and value with the help of Big Data. Person- — Dominik von Jan is Senior shipping. I am also excited about its move alized experiences will continue to drive Director of Strategy-Digital, brand relevancy in the future. People are Interbrand New York into the publishing world.” increasingly comfortable with brands tracking their browsing histories, social — Danielle on Amazon media likes, and brand preferences, as long as this knowledge is used to make

Best Global Brands 2013 / Digital “ BMW is providing answers to the economic and environmental challenges of a changing world. With our clear focus on premium, sustainable mobility, DRIVE we, as a company, CHANGE drive change and are providing innovative solutions.” — Steven Althaus, Director of Brand Management & Marketing Services, BMW Energy Brands: Finding the Courage to Lead, the Humility to Partner By Tom Zara

In the years ahead, energy brands must must innovate to ensure greater access meet the rising demands of a growing and to extend the benefits of social, world population, democratize access, and political, and economic stability, which ensure an affordable, abundant supply for could very well foster a new era of global all—without putting undue pressures on economic growth and shared prosperity. the environment. Can the energy sector become a meaningful and participatory As research into renewables advances, force in the lives of individuals and com- energy brands can collaborate with aca- munities, creating a stronger corporate demia and governments to share knowl- image, but also a real social benefit? Here edge and remain relevant and competi- are some ways the biggest players on the tive. In doing so, energy companies can energy stage can lead the way forward: maximize their return on their invest- ment in R&D. Further, when commerce and public institutions join forces, the Tell a heroic story— ability to revolutionize methods of ex-

and act accordingly traction, conversion, and distribution at ENERGY this critical juncture will only accelerate. Energy brands are heavily scrutinized Customers must be part of these conver- by investors, activists, the media, and sations, too, with the brand’s Corporate consumers alike. However, instead of Citizenship platform creating a forum for succumbing to criticism and controversy discussion and external engagement. as an inevitable consequence of doing business, brand leaders must be proac- tive. Employees are your brand’s first Expand your sphere of influence responders and, if authentically engaged, will wave the flag of commitment and Energy brands can evolve into a beacon conviction. Similarly, consumers can be- of hope and a source of inspiration to cus- come allies if energy brands address con- tomers and partners in the quest for ener- cerns like natural resource depletion and gy sustainability. In the face of daunting pollution instead of ducking or attempt- conditions, change is contingent on the ing to “spin” them. Involving consumers coordination of like-minded individuals in a collective campaign to embrace ener- invested in capitalizing on the opportu- “ Shell has been utilizing cleaner drilling gy efficiency as a positive social norm, not nities of the future. For energy brands, a simply as a cost-containment strategy, greater capacity to invite customers, part- techniques and alternative technologies, will help earn their trust. ners, and competitors to combat common challenges will increase the probability of achieving outcomes that benefit all. which I find laudable. In the future, I hope Collaborate to find ingenious solutions Shell focuses on eliminating hydrofracking — Tom Zara is Executive Director Energy denied to one deprives us all— of Strategy, Interbrand and discovering non-oil sources of energy.” everyone suffers the consequences of New York, and Global Practice scarcity, whether that means higher Leader for Corporate — Nick on Shell prices at the pump or increased threats Citizenship to the security of nations. Energy brands

Best Global Brands 2013 / Energy Financial Services: Moving Towards a New “New Normal” By Carola Jain

As memories of 2008 recede, the finan- Scale back to grow smart cial services landscape is settling into a “new normal.” Maintaining margins in Efforts to drive profitability and create a today’s financial marketplace requires clear positioning will require financial more creativity than ever due to services brands to rethink previous aspi- increased regulations and heightened rations of becoming financial supermar- public scrutiny. Only a handful of truly kets. As banks continue to retrench from global players have had the scale and unsuccessful foreign expansions and operational proficiency to navigate the shed unprofitable units, they must do so choppy waters of the crisis and remain with a clear understanding and articu- profitable, with brands like J.P. Morgan lation of their unique capabilities and FINANCIAL SERVICES Chase and Goldman Sachs continuing to differentiating value. On the Main Street retain top talent and clients. Regional banking side, this is perhaps even more players, on the other hand, are scaling pressing, as future competition may back to their core strengths and repri- increasingly come from non-traditional oritizing key markets that show a clear financial services providers and retailers need for their specialized expertise. such as Sam’s Club or peer-to-peer lend- ers such as UpStart.

Back to basics in the reset economy Embrace digital, learn from non-traditional brands As market players are refocusing their offerings to ensure that their financial More agile social and digital startups ne- performance meet investors’ expec- cessitate new ways to stay relevant with tations, each firm has to review how target audiences. Whereas homogeneity to best position its brand in the reset currently defines the industry, finan- marketplace. While many firms have cial services brand leaders must draw reached out to investors declaring inspiration from outside of their category. “rebuilding trust” as a primary goal Brands such as Nike and Amazon offer moving forward, studies confirm that rich examples for brands looking to inno- the industry as a whole may be well on vate around customers’ changing digital its way. As of May 2013, the Chicago needs. Recent in-category successes such Booth/Kellogg School Financial Trust as Chase Quick Pay and Barclays Family Index found Americans’ trust in the Springboard illustrate how brands must sector rose 13 percent since a year earli- tailor their efforts to meet customers’ mo- er. In order to continue strengthening bile and geographic needs. Brands aiming relationships with key constituencies, solely for one-size-fits-all innovation will financial services leaders must focus on miss out on the storytelling and loyalty “ The Citibike program works well for our clearly identifying their competitive ad- that more customized relevance can yield. vantages while ensuring transparency family. We even purchased a bike share and consistency in their operations and interactions with stakeholders. — Carola Jain is Senior Director, pass for our babysitter.” — Mystri on Citi Strategy, Interbrand New York

Best Global Brands 2013 / Financial Services Logic, Emotion, and Appetite: Food & Beverage Brands’ Ingredients for Success By Bill Chidley

Scientists and behavioral economists The power to be the change believe we are unaware of what drives most of our decisions. Combine that no- The potential areas of control are most tion with the unprecedented abundance likely to start with distribution and of food in the developed world, and accessibility (including size and pack- negative consequences surface. Lifestyle aging) of the most politically conspic- choices, particularly diet, are blamed uous products. Recently, New York City for obesity, diabetes, heart disease, and failed to limit portion sizes of dispensed cancer. Food and beverage brands are carbonated beverages. Although the soft under increasing scrutiny regarding drink companies responded with an how demand for their products is creat- aggressive PR campaign, it was the court ed and where their products are distrib- that ultimately struck down the law. BEVERAGE & FOOD uted. Some food for thought: More limits and rules are inevitable, impacting campaigns, packaging, media The politics of food matters platforms, and retail display. Big brands must respond by attracting consumers The mechanisms of hunger and the sen- via social involvement and not just appe- sorial triggers that stimulate our appe- tite appeal; being instruments of posi- tites reside far from our conscious con- tive social changes that deliver meaning- trol. Behaviors we cannot control, some ful results against obesity and diabetes. argue, need to be regulated by govern- ments to protect us. The politicization of appetite is a major challenge facing Emotionalize smart choices food and beverage brands this decade. It does not require much imagination The abundance of choice and access we to envision a future where calorie-rich, see today is not universal or sustainable. nutritionally poor foods and beverages Food and water are resources that will are considered toxic (even addictive) and be stressed as giant developing markets subjected to the same fate as tobacco; mature. Increasing costs of ingredients social stigma, a period of lively debate and distribution will drive up consumer about personal rights, and ultimately, cost and likely reframe how consumers legislated regulation. The timing of this choose in addition to healthfulness alone. scenario may accelerate as the Millen- Brands that move the emotional position- nials get older and more aware of their ing of core products to healthier alterna- mortality. Having grown up in the age tives in their portfolio will be pleasing of social media, they will likely sprint a more discerning future consumer and through the debate and we will see securing their leadership position. regulation come more quickly than “ Coca-Cola always makes me think of was the case with tobacco and alcohol. — Bill Chidley is Senior Vice my childhood — endless summers and President & Executive Consultant, Interbrand backyard parties.” — Jason on Coca-Cola Design Forum

Best Global Brands 2013 / Food & Beverage Healthcare Brands: A Prescription for Leadership and Innovation By Jane Parker & Wes Wilkes

Healthcare is in the midst of unprece- When healthcare brands connect with con- dented change. As consumers become sumers on an emotional level, they estab- increasingly involved in making their lish an instant competitive advantage. own healthcare decisions and regulatory Cigna’s “GO YOU” positioning, for exam- uncertainty continues, a redefined eco- ple, inspires and celebrates individuality. system has evolved. Healthcare compa- Rather than focusing on its functional of- nies can no longer rely on the efficacy fering, Cigna builds an emotional connec- and safety of their products. They must tion with consumers by supporting good connect with customers in a more mean- physical and mental health—and positively ingful way. This can be accomplished by impacts its bottom line in the process. investing in one of their most under-lev- eraged assets—their brands. Make the brand an experience

Healthcare leaders who fail to leverage HEALTHCARE their brands can expect to lose investor Since consumers flock to the web and so- support and grapple with even tighter cial media for healthcare advice, a brand’s margins. Those healthcare companies presence must span multiple audiences taking a brand-first approach, however, and platforms. By thinking of brands as will leap ahead of the pack. Here are experiences and considering the ecosys- three steps to follow: tems in which they are experienced, brand leaders can help shape where, when, and how they are used. Healthcare brand Treat your brand as leaders should ask themselves: Should our a business asset product brands behave more like service brands? How does our brand affect the way A brand is more than just a logo. It de- our sales force engages users? How does it fines the perception that consumers, pay- affect our choice of strategic partners? ers, providers, investors, and employees have of a company, product, or service. The healthcare leaders who will be most It is instrumental in driving differentia- successful in the coming decade will be tion, preference, and loyalty. those who examine their brands’ jour- neys carefully. This new era in healthcare “ GE’s portable ultrasound device makes will require industry leaders to ensure Focus on consumer benefits their brands are positively impacting diagnoses possible in remote places where consumers on an emotional level—all Oftentimes, healthcare brands fail to show while driving economic revenue. consumers “this is our role in your world.” individuals have little access to medical Today’s strongest healthcare brands tell stories about their impact on con- — Jane Parker is Chief Executive care. As a medical student, I admire GE’s sumers. How does your brand improve Officer, InterbrandHealth the lives of your customers? What role Wes Wilkes is Executive efforts to advance the healthcare industry does your brand play in their world? Director of Global Strategy, How does your brand connect more InterbrandHealth in new and innovative ways.” — Erik on GE authentically with consumers?

Best Global Brands 2013 / Healthcare Hospitality Brands: Checking in with Consumers By Nicholas Lakas

In the last decade, the role of brand in service industry helps ensure they create the hospitality sector has changed as a and maintain their brands’ long-term result of the proliferation of new hotel value and differentiation. brands and the repositioning of exist- ing brands. Some argue that the role of brand has declined through this period, Checking in with employees because without meaningful differentia- tion, the experience has become com- Hoteliers and brand managers face two moditized. The counter-argument: with diverging strategic paths into the future. more choice and fewer points of differ- One is constant renovation. The brand’s entiation, the buying decision becomes decision-makers are banking on their more emotionally driven, and more ability to always be the new shiny penny. easily influenced by brand. The connection they create with cus-

tomers is only as lasting as the current HOSPITALITY technology. Annual capital expenditures Excellent service is soar, while differentiation sinks. always in style The alternate path puts people first and In an effort to differentiate and attract fosters a culture of service that embodies guests, luxury and budget brands alike the brand’s essence. It is service first. have focused their efforts on the physical On this path, brand owners are com- appearance of the hotel, specifically de- mitted to developing a team with a deep sign and amenities, but at what cost to a understanding of what their brand is all critical differentiator—service? Whether about, why it matters to guests—and, by word of mouth or online reviews, ser- most importantly—how they create and vice is the first and foremost impression deliver on-brand experiences through customers recall and plays the greatest ordinary interaction and extraordinary influence on a traveler’s likelihood to events alike. The hotel brand forges return and to recommend. a meaningful, emotional bond that engenders loyalty with guests, wherever “ I love that Starwood Hotels offers a wide they travel, often wherever their friends, Don’t copy, lead colleagues, or followers travel. Both paths range of price points. If I were a Starwood are challenging and not for the faint-of- The world’s top hotel brands understand heart. But only one provides significant executive, I would grow the Starwood that leadership in design and amenities long-term value to the business and its is fleeting. Brands, across the broad guests. Which path will you follow? hotel landscape, have chosen to take a Preferred Guest program. I would develop “me too” strategy with a new brand- or design-driven refresh. In doing so, they — Nicholas Lakas is Director of additional partnerships so guests could sit back and allow the segment-leading Strategy, Interbrand Toronto brand to truly lead, innovate, and work enjoy even more dining and entertainment out the early challenges—then they replicate the leading brand’s approach. perks.” — Anne on Starwood Hotels Service-led brands’ commitment to stay- ing grounded in the fundamentals of the

Best Global Brands 2013 / Hospitality Luxury Brands: From Masters to Concierges By Manfredi Ricca

Luxury brands once sought discerning political debate will center on wealth customers in the so-called mature mar- distribution, not creation, making the kets while being sought after themselves use and marketing of brands as status as objects of desire for status-seeking con- symbols out of step with the spirit of sumers. It was a game of hide-and-seek, the times. Consumption will therefore with a need to be as subtle as possible for no longer be a viable paradigm for these the sophisticated elites, and as visible as brands. Focusing on uncompromising necessary for the icon-thirsty masses at product excellence, not merely quality, the borders of these brands’ empires. will become more critical than ever.

How times have changed. Recent luke- warm results by some major luxury The curatorial concierge brands indicate that, even in fast-devel- oping markets, the relationship between Many luxury brands think of “expe- exposure and desire is no longer a sky- rience” as the ceremony leading to a

rocketing straight line, but a declin- purchase, transforming individuals into LUXURY ing curve. The gradual transition from customers. The new pattern will reverse showing to knowing (or from status this, with purchase being the starting to substance), once waved off by some point of an experience transforming a as being a purely European concern, is customer into a unique individual. Lead- now beginning to impact more brands’ ing luxury brands will need to be more bottom lines. than a skilled master. A global luxury brand will have to serve as a ubiquitous concierge, providing exclusive products, Strategic contraction services, and counsel that are consistent with the distinctive lens of its own char- While there will always be demand for acteristic heritage and focus. logo-laden fare, the global sweet spot for luxury brands will be subtlety in How this role can be engineered into a approach and rarity in manifestation. viable business model should not spur And this won’t be just a question of a revival of the defunct brand extension taste in product design, but will also model of the nineties. Rather, luxury “ I treasure my Cartier love bracelet. It’s a affect volume growth and retail network brands must build an ecosystem of expansion. Finding a place in people’s talent around themselves, tapping into part of me now. It never comes off. To me, hearts will increasingly become a ques- the insights, craft, and technology of tion of absence rather than presence, completely different industries and and the number of directly operated like-minded partners. it represents love. Wearing the bracelet stores may have to be reconsidered.

reminds me to love myself, to love those — Manfredi Ricca is Managing around me and to treasure all of life’s Status update Director, Interbrand Milan The desire for less-conspicuous forms special moments.” — Kat on Cartier of luxury may seem like a passing fad. But increasingly, the global social and

Best Global Brands 2013 / Luxury Media Brands and Consumers: A New Dynamic Emerges By Cassidy Morgan

Until recently, media sector observers saw cally important that consumers expe- “free” and “user-generated” as incompat- rience seamlessness across devices. An ible with “profitable” and “reliable,” and integrated, channel-agnostic customer predicted the demise of media companies experience sounds simple but will that were focused on generating paid- require significant investments and, for content. Today we see major media most importantly, a committed senior brands around the world asking consum- management team. Only with guidance ers to pay for content—and consumers from the top will media brands be able willingly accepting this change as they to transform themselves from content seek content across devices. Just as con- brands into true experience brands. sumers forced media companies to adjust Future consumers will accept no less. their business models and become more flexible, so have media brands compelled consumers to adopt new behaviors. On the go, localized insights

Media brands’ growth is coming from MEDIA Think mobile first fast-developing markets, where cus- tomers will no longer accept repurposed Billions of new consumers will go online or recycled content as their purchasing in the coming years using mobile devices power and connectivity grow. They will in search of content, creating a dynamic place a premium on unique and locally where universal access, immediacy, and relevant content that gives credence to constant freshness of content will be the role they play on the world stage. paramount to success. Consumers will This requires a true commitment to in- spend more time interacting with their vest in local resources and build a brand mobile devices than anything else—in- that has the locally relevant substance cluding other people. Everything will and insights that consumers so crave. need to be optimized for on-the-go-any- time experiences. “Where I want, when The local dynamic will also influence I want, and how I want” will become how business-to-business media brands “ MTV inspired me to become a songwriter. more prevalent behavioral norms. Media behave. Local, trusted insights will brands must understand this and em- become more valuable as the amount of I can remember getting lost in the visuals brace this. Those that continue to opti- available data increases. The target audi- mize for the big screen will realize too ence of professionals, always on the go, and sounds of the music videos. You can late that the small screen dominates. will expect the same high-quality experi- ence. Delivering this in an authentic and fresh fashion will require media brands imagine how exciting it was for me to Create a seamless experience to adopt consumer-oriented practices.

recently have a music video I directed end With consumers’ attention spans getting shorter, brands that are able to grab — Cassidy Morgan is Chief up on MTV’s sister channel LOGO and on consumers quickly will have a fighting Executive Officer, Interbrand chance at success. But to create a lasting Central & Eastern Europe MTV.com.” — Jay on MTV and meaningful connection it will also have to be simple. It will become criti-

Best Global Brands 2013 / Media Retail Brands: What’s in Store, and Why Shoppers Should Care By Lee Carpenter

Retail brands are in a more competitive Rethink the physical store environment than ever before, with e-commerce giants able to outmaneuver E-commerce brands use data to create a them and undercut pricing, and more one-on-one relationship with shoppers agile digital and mobile startups also that can scale through technology. This taking aim. With Amazon and eBay both model must translate to physical stores, seeing their brand value grow 20 percent and blend together into an omnichannel or more in this year’s Best Global Brands experience with the brand as the consis- report, it’s clear that retail is no longer tent thread. Linking shoppers’ adoption all about the physical store. E-commerce of mobile devices with the physical store retailers offer seemingly endless variety to create a unified, branded experience and in-stock positioning, easy 24-7 access, will be critical to fueling innovation for and free and fast shopping, all with lower the next five years. overhead and fewer employees.

Given the incredible pressure on the Ask why shoppers should care RETAIL retail sector, we are rapidly moving toward a future where brick-and-mortar The retail revolution isn’t just digital; retailers could become irrelevant. Yet, it’s a commitment to treating shoppers the physical store can be a great asset—if as individuals (yes, segmentation is looked at through a new lens. Retailers dead). Digital can be tailored to shop- that reinvent themselves by creating pers’ individual needs and preferences. demand, versus accommodating demand, It’s the key platform to partner with will see the physical store as a formida- shoppers—but it isn’t a panacea. What ble weapon against e-commerce rivals. retailers do with a digitally enabled cus- Digital may have been the destabilizing tomer relationship, and why shoppers force, but two significant facts remain should care, is the real work and oppor- that will re-center the retail world tunity. Retailers who embrace brand around physical stores: People are realize that the experience isn’t a place; analog and digital is portable. it is an idea that can re-energize the relationship and drive traffic in its own right, not just fulfill the shopping list. It’s all just shopping

The line between shopping online and — Lee Carpenter is Chief in-store is no longer a line at all; it has Executive Officer, Interbrand blended into just shopping. Stores are not North America “ To me, IKEA means an adventurous day of obsolete, but the business model that fu- eled the current retail landscape faces that shopping, a cheap breakfast, and looking danger. Retail has presumed demand and been merely the means of supply. This is forward to putting everything together once accommodating demand and is the realm of merchants, not brands. In contrast, I get home.” — Nate on IKEA brands generate demand by creating value beyond price and convenience.

Best Global Brands 2013 / Retail “ Today, more than ever, Gucci’s brand value is reflected in the perfect balance between its Florentine and Italian heritage and its reputation as PERFECT a fashion leader.” BALANCE — Robert L. Triefus, CMO, Gucci Sports Brands: How to Compete on a Global Playing Field By Jonathan Bernstein

Driven by a burgeoning middle class and pre-selected fans—a smart move, as new technologies, sport properties face they know what other fans want, they immense challenges yet ample oppor- know the chants and rituals, and they tunities to increase the value of their know what the expectations are. MLB brands. Competition is certainly fierce. has built fan engagement using crowd- All of the major professional leagues— sourcing techniques through its “Pulse” from the NFL, NBA, and MLB in North line graph where it tracks the volume of America to the top European football tweets by fans during a match. Peaks in leagues—are vying for the hearts and the graph naturally represent the most wallets of billions of new fans across the exciting parts of the game and allow world, including Latin America, Africa, fans to quickly check in and re-watch and Asia. the highlights provided by MLB. Clearly, those brands that are best able to lever- age this technology will be in the best It’s a global playing field position to create incremental value. SPORTS

Fueled by the financial ambitions of the leagues/clubs themselves and the What would Alex Ferguson do? adoption of smart technologies that give millions of fans access to their favorite This year saw the retirement of teams, the sports industry has truly Manchester United’s longest-serving embraced globalization. During the 2013 manager—Sir Alex Ferguson. Since summer season, top Premier League taking charge in 1986, Ferguson trans- clubs Arsenal, Chelsea, Liverpool, and formed Man U into one of the world’s Manchester United organized over- most valuable sports franchises. By seas tours in an effort to expand their institutionalizing its values, codifying a reach. There is now a push to introduce distinct working culture, and introduc- American football into India with the ing elite training methods and squad introduction of the Elite Football League. rotation, he laid the foundation for The F1 season now has six Asian circuits enduring success by building the brand in Japan, China, Korea, Singapore, from the inside out. Ferguson’s willing- Malaysia, and India, while the NBA is ness to embrace change makes him not set to launch its most comprehensive just one of the most successful coaches overseas schedule to date. in history, but also an incredibly savvy (and inspirational) brand builder.

Leveraging digital to “ I use Nike products when I play basketball differentiate — Jonathan Bernstein is Executive Director of Strategy, because I find they give me comfort and Social media continues to allow brands Interbrand Singapore to deliver richer fan experiences before, that extra edge I need to win.” during, and after a game. Teams in the NBA, NFL, and NHL have started to focus — Mark on Nike on “game day experiences” by building social media command hubs that elevate

Best Global Brands 2013 / Sports Tech Brands’ Mantra: Find Big Problems. Solve. Repeat. By Nirm Shanbhag

The technology brand spectrum is vast, reimagine Windows for a new world and encompassing consumer electronics, its shift towards integrating hardware, computers, software, and services. At software, and services intrigue us. And one end of the spectrum are companies it’s why companies like Pebble, Nest, that build amazing things, but can’t and Tesla hold so much potential for the seem to build a strong connection with future. Each one has used its brand as a consumers. At the other end, visionary point of view for solving a steady stream brands that make us imagine the unim- of challenges. What’s more, we expect aginable, but lack substance and staying such brands to do this, and we become power. It’s a world of bathroom mirrors frustrated when they don’t. that tell us the latest headlines, brace- lets that upload our vital statistics to physicians, and cars that drive us to our Make your brand a reflection of destinations. Tech brand leaders, how- where you’re going TECHNOLOGY ever, are masters of compelling visions leading to impressive products, with the Brands can clear the path forward, giving benefits to the customer clearly apparent companies permission to innovate, but and articulated. What’s more, they also: ultimately it’s up to the entire company to deliver on the promise. The respon- sibility for this doesn’t rest within the Strive for consistent wins marketing team, however, but should be championed as the great aligner, What puts some companies on our collec- the articulation of the vision that sets tive radar, causing envy among peers the context for everything the company and convincing customers to camp out does—from product and service devel- overnight to get the next iteration of opment to specific goals. From creating their phone, is their ability to do this workplace environments that encourage day in and day out. These aren’t one-hit on-brand interactions to communi- wonders that solve a problem and then cations that enhance the relationship rest on their laurels. In the spirit of Steve between the company and its customers, Jobs’ classic “And one more thing” prod- a more holistic type of thinking will be uct reveals, these consistent innovators the hallmark of tech brand leaders in the are always seeking to identify tomor- years ahead. “ Apple is a big part of my day. I use the iPad row’s problems and solutions today. — Nirm Shanbhag is Managing Find big problems. Solve them. Director, Interbrand when I want to learn about cool stuff like Repeat. San Francisco

being an architect when I grow up. That’s essentially what the tech sector is about: finding real problems, solving I hope there are more architecture apps them, and then repeating the process. It’s why Apple, Samsung, Google, and soon.” — Curran on Apple Facebook (among others) are Best Global Brands. It’s why Microsoft’s efforts to

Best Global Brands 2013 / Technology The Big Picture for Telecom Brands? It’s Bigger than Telecom By Kevin Perlmutter

The telecom sector no longer exists Diversify expertise in other squarely in its traditional space, as the industries business model continues to evolve. In less than five years the industry has Today’s landscape is rapidly shaping flipped its focus from minutes to data. up to be about co-innovation and joint And now, with the growth of data mov- ventures as telecoms collaborate to serve ing well beyond the smartphone, the customers in new ways. People expect big challenge for telecom brands is how seamless integration of their technology, to grow and stay relevant over the long and telecoms’ path to the future is in term. For telecom leaders to thrive, they infusing network capabilities by part- must devote attention to three key areas: nering with (and yes, disrupting) other industries, including health, security, education, and banking. In the auto- Understand customers more motive sector, networked features are

than ever before transforming car buyers’ expectations, TELECOM as in-car integration is about to become People can’t leave home without their pervasive. To be truly credible, telecom mobile devices. They are increasingly de- leaders must demonstrate expertise from manding constant connection, smooth the assembly line to the showroom floor. movement, and interconnectedness as they go about their day. It’s an essen- tial tool. For teens, who are chatting, Foster cultural transformation texting, sharing, and snapping pics like never before—and with no knowledge of Becoming more innovative, open, how it used to be—it’s a lifeline. More interoperable, and easier to work with than 212 million people globally have than ever before demands a cultural used some form of mobile payment, 21 change. As the preferred platform for percent of Americans now use digital how people conduct business and go self-trackers to monitor their health, about their day-to-day lives, telecom and the global home automation and leaders must collaborate internally be- security category is predicted to expand fore they can do so externally. Corporate to become a USD $35.6 billion industry in silos, splintered focus, lack of consumer “I watched the AT&T store on Chicago’s the next three years, more than double understanding, or lack of cross-industry where it was in 2011. Entrepreneurs are expertise will hold back some telecom Magnificent Mile come to life. What an flocking to mobile payments services like brands. Employees across the board must Square, which grew 400 percent in 2012 be part of the renewed energy within to USD $5 billion. If telecom brands don’t each company if it is to not only embrace, exciting new space for exploring, learning, get ahead of mobile customers’ changing but also help broaden the definition of behaviors, they’ll be left behind. what business telecoms are in today— interacting, and having fun. It is unlike any and will be in tomorrow. AT&T experience that I have ever known.” — Kevin Perlmutter is — Lauren on AT&T Senior Director, Strategy, Interbrand New York

Best Global Brands 2013 / Telecom LEAD • • • • terms, thisrequiresthat: major marketsofthefuture.Inmeasurable world, andbeestablishingapresenceinthe across theestablishedeconomiccentersof cultural boundaries.Itmusthave expanded have successfullytranscendedgeographicand The brandmustbetrulyglobalandneedsto Interbrand’s annualBestGlobalBrandsreport. There areseveral criteriafor inclusionin for brandvaluation. national requirements standardfor monetary with therequirementsofISO10668inter- ology wasthefirsttobecertifiedascompliant society. In2010,ourbrandvaluation method - brands askeyvalue creators for businessand important commitmentstothepromotionof brands hasbeenoneofInterbrand’s most this annuallookat theworld’s mostvaluable Since BestGlobalBrandslaunched in2000, • data on thebrand’s financialperformance There mustbesufficientpublicly a from outsidethebrand’s homeregion At least30percentofrev the brand’s operating andfinancingcosts over thelongerterm,delivering areturnabove Economic profitmustbeexpected tobepositiv age inemergingmarkets continents, aswell asbroadgeographiccover- It mustha  and managebrandvalue. rich andvaried insightfromthevaluation process,trulydelivering onourmissiontocreate valuations, togetherwithourexperienceofworking withworld-leading brands,we generate Interbrand’s uniquecombination ofstrategic, creative, analytical,andfinancialskillstoour Finally, we combinethesepowerful toolswithdiverse skillsandexperience. Bybringing brand performance. inside your organization aswell asexternally, we provideamoreholisticassessmentofyour rear-view mirrorofpastperformance. Additionally, byaddressingthestrengthofyour brand that delivers actionableinsights,lettingyou knowwhat todonext,rather thanprovidinga One componentofthemethodologyisourBrandStrengthframework. This isadiagnostictool identified, andthefinancialimpactof investing in yourbrandquantified. framework withinwhichabrand’s performance canbeassessed,aroadmapfor improvement business results.Itbringstogethermarket,brand,competitor, andfinancialdata intoasingle Interbrand’s valuation methodologyenablesyou toarticulate thecontributionofyour brandto Best GlobalBrands:OurMethodology Criteria for inclusion ve apresenceinat least three major enues mustcome vailable

e e 120 product brands to meetInterbrand’s criteria. disclosed financial data onpharmaceutical brand owner, andthereisinsufficient publicly product brandsrather thanwiththecorporate consumers tendtobuildarelationship withthe businesses, arealsoomitted. This isbecause pharmaceutical companies,while valuable economic profitsover thelongterm.Major airline brandsstruggletoachieve positive operates onnarrowmargins. This meansthat ishighlycapitalintensive and,typically,try outside ofhomemarkets. The airline indus- tional marketsandfacesawarenesschallenges example, tendstobestronglyorientedna- have beenexcluded. Telecommunications, for For similarreasons,brandsinseveral sectors Interbrand’s globalrequirements. variety ofbrandsand,therefore, doesnotmeet international markets,oftendoessoundera data. Walmart, althoughitdoesbusinessin and donothave publiclyavailable financial and BBC brands,for example,areprivately held expected toappearintheranking. The Mars well-known brandsthat mightotherwisebe cial results—leadtotheexclusionofsome visible, andrelatively transparentinfinan- These requirements—that abrandbeglobal, • ness above andbeyond itsownmarketplace The brandmustha ve apublicprofileandaware - industry weighted averageindustry costofcapital. charge rate isdetermined byreferencetothe beyond theexplicitforecast period. The capital brand’s expectedfinancialperformance the on model. A terminalvalue is alsocreated, based forms the foundation ofthebrandvaluation and endingwitheconomicprofit, whichthen years for thebusiness,startingwith revenues We buildasetoffinancial forecasts over five brand itselfiscreating value for itsowner. on thiscapitalbefore determiningthat the Interbrand, therefore, allows for afairreturn distribution channels,andworking capital. include, for example,manufacturingfacilities, so. Dependingonthebrand,thisplatform may create value, ifithasaplatform onwhichtodo margins. A brandcanonlyexistand, therefore, used togenerate thebrand’s revenues and of thebrand,minusachargefor thecapital Economic profitistheafter-taxoperating profit organization’s investors, orits “economic profit.” This measurestheoverall financialreturntoan branded productsorservices. the brand,rolebrandplays inthepurchasedecision,andfinancialperformance ofthe There arethreekeycomponentsinallofourvaluations: analysesofthecompetitive strengthof explicitly takesthesefactorsintoconsideration. loyalty; toattract, retain,andmotivate talent;andtolower thecostoffinancing.Ourapproach business performance. Itdoesthisthroughitsabilitytoinfluencecustomerchoiceandengender We believe that astrongbrand,regardlessofthemarketinwhichitoperates, drives improved 10668—requirements for monetary brandvaluation, for monetary 10668—requirements aswell asplaying akeyroleinthedevelopment ofthestandarditself. Note: Interbrandwasthefirstcompany tohave itsmethodologycertifiedascompliantwiththerequirementsofISO 4. Brand Value:4. 1 .

iaca Analysis  Financial Economic Profit 1. Financialanalysis Brand Valuation:Our Approach Net presentvalue ofbrandearnings Brand Earnings Best Global Brands 2013 / 2013 Brands Global Best 2 .

ead Analysis  Demand Role ofBrandIndex(RBI) study derive, depending onthebrand,from consumer behavior. RBIdeterminations for this category rangewherethebrandcanchange within thoseboundaries,oreven extendthe brands toincreasetheirinfluence onchoice significant opportunities for remain there but range, category-driven tends tofallwithina brands).RBI their personality(e.g.,luxury emotional, suchasmakingastatement about (e.g., computerchips),orwheretheirneedsare contrasted, andtrustisdeferredtothebrand cannotbeeasilycomparedor ucts orservices to guidetheirchoicewhencompetingprod- a percentage.Customersrelymoreonbrands The RoleofBrandIndex(RBI)quantifiesthisas like price,convenience, orproductfeatures). to otherfactors(for example,purchasedrivers chase that isattributable tothebrand,relative measures theportionofdecisiontopur- the generation ofdemandthroughchoice.It purchase behavior—the brand’s influenceon Role ofBrandanalysisisaboutunderstanding Methodology 2. RoleofBrand

3. Brand Risk(DiscountRate)

opttv Analysis Competitive  Brand StrengthScore(BSS) METHODOLOGY one of three methods: primary research, a re- A versatile strategic tool: A strategic tool for ongoing brand management, —Allows responsibility for performance view of historical roles of brand for companies Applications for brand valuation brand valuation brings together market, brand, on the ten Brand Strength factors to be in that industry, or expert panel assessment. competitor, and financial data into a single, allocated to functions across the business, RBI is multiplied by the economic profit of the It is quite possible that you believe that your value-based framework within which the building engagement and a sense of branded products or services to determine the brand could be (or is) a significant source of performance of the brand can be assessed, areas responsibility for the brand across earnings attributable to the brand (brand earn- competitive advantage for your business, but for improvement identified, and the financial the organization. ings) that contribute to the valuation total. you are unsure of how a brand valuation exer- impact of investing in the brand quantified. cise could help you. Finally, when the Role of Brand and Brand Role of Brand analysis lets us know where Strength analyses are connected to the finan- 3. Brand Strength The business applications for brand valuation investment in (and focus on) brand improve- cial model, they provide a framework for can be broadly categorized into three areas: ments will have the biggest impact. It can be resource allocation and prioritization based on Brand Strength measures the ability of the thought of as a measure of “brand leverage.” the opportunities to enhance brand perfor- brand to create loyalty and, therefore, to keep ◆ Brand Management mance that are expected to have the greatest generating demand and profit into the future. ◆ Strategy/Business Case Development Brand Strength is the key diagnostic tool with impact on brand and business value. In doing this, it considers internal (manage- ◆ Financial which we can measure brand performance and ment and employee) and external (customer) better understand the reasons behind a brand’s factors. Brand Strength is scored on a 0–100 strengths and weaknesses, both internally and 2. Strategy/Business case applications scale, based on an evaluation across 10 key 1. Brand management applications externally. It supports strategic brand manage- factors that Interbrand believes make a strong ment by prioritizing areas of highest impact for From time to time, businesses need to eval-

brand. Performance on these factors is judged Ultimately, everything we do as brand managers managers. uate significant changes in brand strategy, METHODOLOGY relative to other brands in the industry and rel- should be considered through a value creation whether it be repositioning, brand architec- ative to other world-class brands. The strength lens. Considerable investments are made in Typical deliverables from a Brand Strength ture, brand extension, or even a complete of the brand is inversely related to the level of brands and, ultimately, it is important to de‑ analysis are: rebrand. These kinds of changes typically

LEAD risk associated with the brand’s financial fore- termine if these actions are creating value for involve significant financial outlay upfront, casts. A proprietary formula is used to connect your customers and, in turn, your shareholders. —A heat map indicating areas of strong along with a high degree of uncertainty over the Brand Strength Score to a brand-specific and weak performance for the brand (this when, or whether, a positive return will be discount rate. In turn, that rate is used to dis- Interbrand’s brand valuation methodology can be across geographies, products, or made on that investment. count brand earnings back to a present value, seeks to determine, in both customer and customer groups). reflecting the likelihood that the brand will financial terms, the contribution of the brand Some CEOs are willing to make these critical be able to withstand challenges and generate to business results. —Drill-down analysis into specific segments brand strategy decisions based on qualitative sustainable returns into the future. of the portfolio to identify reasons for strategic analysis and intuition. The majority, over- and under-performance. however, are looking for a business case that goes further. They want to understand the Brand valuation applications —Recommendations for improvement likely overall financial impact on the business on Brand Strength factors, together over time, covering a range of alternative Strategy/Business with a cost/benefit analysis to scenarios. In addition to a detailed breakdown Brand Management Financial Case Development inform prioritization. of the expected costs to deliver, a rounded Applications • Brand performance • Brand positioning • Investor relations business case will also quantify the expected management • Brand architectures • Mergers & acquisitions The core benefits of Brand Strength analysis impact on the top line through the modeling • Brand portfolio • Brand extension • Licensing/royalty rate are that it: of key revenue drivers (these will vary based management • Business case for brand setting on the business, but could include customer • Resource allocation investment • Tax planning/transfer —Enables constructive dialogue about the acquisition, churn, price premiums, share of • Brand tracking/ • Co-branding/joint venture pricing brand between different parts of the busi- wallet, frequency of purchase/visit, average dashboards analysis • Balance sheet valuations • Return on Investment ness by creating a common language for basket size, and so on), and on profit margins analysis discussion of brand performance. from any operational changes required to • Sponsorship evaluations deliver the new strategy. Finally, sophisticated • Senior management KPIs —Provides global and local managers techniques such as Monte Carlo simulation with an actionable tool to make informed may be employed, running thousands of Typical Frequency Recurring One-off One-off marketing decisions—empowering possible permutations in order to estimate the Primary Objective Ongoing brand manage- Business case connecting A robust value with management with insights to implement most likely outcome. ment leading to insights brand change/investment to supporting analysis and recommendations to projected financial results brand strategy. grow brand value

122 Best Global Brands 2013 / Methodology Brand valuation provides a common language for Brand Strength Our experience and knowledge show that brands in the ideal position to keep generating demand for brand performance around which a company can be the future are those performing strongly (i.e., “showing strength” versus the competition across a set of 10 factors that are outlined below). Four of these factors are more internally driven, and reflect galvanized and organized. Responsibility for Brand the fact that great brands start from within. The remaining six factors are more visible externally, acknowledging the fact that great brands change their world. The higher the Brand Strength Score, Strength factors can be allocated to functions, building the stronger the brand’s advantage. engagement and a sense of responsibility for the brand

across the organization. Internal factors External factors

Clarity Authenticity By bringing together market, brand, compet- As global competition becomes tougher and Clarity internally about what the brand stands The brand is soundly based on an internal truth itor, and financial data, the brand valuation many competitive advantages, such as tech- for and its values, positioning, and proposition. and capability. It has a defined heritage and a model is the ideal framework within which nology, become more short-lived, the brand’s Clarity, too, about target audiences, customer well-grounded value set. It can deliver against such business case modeling can be conducted. contribution to shareholder value will only insights, and drivers. Because so much hinges the (high) expectations that customers have of it. increase. Brands are one of the few on this, it is vital that these are articulated and shared across the organization. Relevance

business assets that can provide long-term METHODOLOGY 3. Financial applications competitive advantage. The fit with customer/consumer needs, desires, Commitment and decision criteria across all relevant demo- Internal commitment to brand, and a belief graphics and geographies. Increasingly, CEOs are placing greater emphasis Companies as diverse as Samsung, Philips, internally in the importance of brand. The

LEAD on their companies’ brands in investor com- Hyundai, and AXA, among many others, have extent to which the brand receives support in Differentiation munications. Many more annual reports these used brand valuation to help them refocus terms of time, influence, and investment. The degree to which customers/consumers days dedicate space to discussing an organiza- their businesses on their brands, motivate perceive the brand to have a differentiated posi- tion’s commitment to its brand, from the CEO management, create an economic rationale Protection tioning distinctive from the competition. down. Numerous companies take their brands for branding decisions and investments, and How secure the brand is across a number of seriously enough to report on their value over make the business case for change. dimensions: legal protection, proprietary ingre- Consistency time to investors. dients or design, scale, or geographical spread. The degree to which a brand is experienced Although many brand metrics are available, without fail across all touchpoints or formats. Brands also continue to be a key driver of acqui- few can link the brand to long-term financial Responsiveness sition premiums in mergers & acquisitions. value creation and this, along with its many The ability to respond to market changes, chal- Presence Often, it is the latent potential of the brand other applications, makes brand valuation a lenges, and opportunities. The brand should have The degree to which a brand feels omnipresent that is driving this premium through its ability versatile strategic tool for your business. a sense of leadership internally, and a desire and and is talked about positively by consumers, to enter new markets and extend into adjacent ability to constantly evolve and renew itself. customers, and opinion formers in both tradi- tional and social media. categories. A broad skill set, combining market research, brand, and business strategy, togeth- — Mike Rocha Understanding er with business case modeling, is required to Global Director, Brand Valuation, The brand is not only recognized by customers, quantify the latent financial potential of the Interbrand but there is also an in-depth knowledge and un- target brand. derstanding of its distinctive qualities and char- acteristics. (Where relevant, this will extend to Interbrand’s brand valuation methodology consumer understanding of the company that can also be used to complement other more owns the brand.) traditional techniques for setting royalty rates for brands. By identifying the value created by a brand for its business, combined with an evaluation of the relative bargaining power of the parties involved, we are able to advise on the proportion of brand value that should be paid out as a royalty rate in return for the right to exploit the brand.

124 Best Global Brands 2013 / Methodology Contributors

- Jonathan Bernstein - Carola Jain - Wes Wilkes Executive Director of Senior Director of Strategy, Executive Director of Global Strategy, Interbrand Interbrand New York Strategy, InterbrandHealth Singapore - Nicholas Lakas - Tom Zara - Borja Borrero Director of Strategy, Executive Director of Executive Creative Director, Interbrand Toronto Strategy, Interbrand New Interbrand Madrid York & Global Practice Leader - Andrew Martschenko of Corporate Citizenship - Leslie Butterfield Senior Director of Strategy, Global Chief Strategy Officer, Interbrand New York Interbrand - Sean Mead - Chris Campbell Senior Director of Analytics, Executive Creative Director, Interbrand Design Forum Interbrand North America Global Marketing - Cassidy Morgan Lindsay Beltzer, John - Lee Carpenter Chief Executive Officer, Fennessy, Lauren Gallo, Emily Chief Executive Officer, Interbrand Central & Eastern Gross, Kristin Reagan Interbrand North America Europe Editorial - Bill Chidley - Jane Parker Shirley Brady, Peter Cenedella, Senior Vice President & Chief Executive Officer, Amy Edel-Vaughn, Jamie Executive Consultant, InterbrandHealth Salek, Erica Velis Interbrand Design Forum - Andy Payne Design - Bertrand Chovet Global Creative Director, Chris Campbell, Steve Harkin, Managing Director, Interbrand Michele Lee, Andy Payne, Interbrand Paris Matt van Leeuwen, Forest - Kevin Perlmutter Young - Elan Cole Senior Director of Strategy, Global Executive Creative Interbrand New York Photography Director, Consumer Brands, Ross Clugston, Nao Okawa Interbrand - Manfredi Ricca Managing Director, Valuation - Josh Feldmeth Interbrand Milan Caitlin Collins, Amy Cooke- Chief Executive Officer, Hurle, Sean Mead, Paula Interbrand New York, - Rebecca Robins Oliveira, Cristiana Pearson, San Francisco & Toronto Business Development Mike Rocha Director, Interbrand EMEA - Jez Frampton and Latin America Implementation Global Chief Executive Mark Collom, Russell Officer, Interbrand - Mike Rocha DeHaven, Terry Kerr, Melissa Global Director of Brand Pike, Miguel Rivera, Cristina - Michel Gabriel Valuation, Interbrand Russo, Samantha Schulman Managing Director, Interbrand Zürich - Nirm Shanbhag Video & Animation Managing Director, Chris DiMaggio, David Hong, - Stuart Green Interbrand San Francisco Cavan Huang, Bommy Kim, Chief Executive Officer, Nicholas Schiarizzi Interbrand Asia Pacific - Dominik von Jan Senior Director of Strategy– Website - Emma Hrustic Digital, Interbrand New York Manuel Baptista, Johnny Global Director, Brand Trinh, Michael Waltzer Intelligence, Interbrand

Best Global Brands 2013 Special Thanks

Deanna Amann, Yosuke Amano, Luca Ambri, Masahiko Aoyama, Rebeca Arbona, Ryan Arshad, Robert Ausdenmoore, Vandana Ayyar, Heather Baillie, Tom Barnes, Julian Barrans, Fernando Barrenechea, Ramiro Barua, Margaret Baughman, Floortje Beemsterboer, Isabel Blasco, Michael Bloom, John Breen, Ariën Bruenis, Laura Bzdek, Carla Caprile, Erica Chan, Christina Chen, Kaiyue Chen, Alicia Ciccone, Russel Clark, Graham Cox, Megan Crowley, Anna Cziborra, Milou Daniëls, Andii Davis, Nick Davis, Janet Deaton, Mudi Diejomaoh, Steffen Dold, Margaret Donovan, Marie-Noelle Dumas, Cameron Dunnet, Alfred DuPuy, Myra El-Bayoumi, Brian TEAL MYSTRI Erdman, Alexander Feld, Marcelo Ferrarini, Charlotte Fessou, Carolyn Fields, Asher Fink, Darlene Fitzsimmons, Chloe Frank, Meghann Fraser, Kelly Gall, Eve Gao, Mark Garland, Kalina Gondevksa, Emily Grant, Lidi Grimaldi, Jessica Grisak, Graham Hales, Jason Hargis, Ryuichi Hayashi, Rebecca Hellerman, Calin Hertioga, Jason Higgins, Megan Hovious, Sophia Huang, Cindi Jones, Guillame Jonglez, Alan Kamberdiev, Victoria Kayden, Rachel Kessman, Sandra KÖhler, Chris Koller, Sarah Kornblum, Vicki Lai, Nicholas Lakas, Anne Lau, Yasmine Le Guyader, So Young Lee, Alex Leopold, Rebecca Lester, Theresa Levin, Caroline Lewis, Blair Ligelis, Beth Ling, Tim Loftus, Annie Ly, Lerato Madondo-Matona, Amalia Martino, Andre Matias, Pam Mazzocco, Kelly McCoy, Jerome McDonnell, Jessica McHie, Alan McLane, Sabine Menz, Alexandra Meyer, Rob Meyerson, Taylorann Miller, Philipp Mokrohs, Katie Monteith, Aarif Morbi, Eric Morrison, Kenji Mukai, Amanda Munilla, Jennifer Murphy, Alex Murray, Yamato Nakamura, Doug Nash, Darcy Newell, Michelina Nigro, Franziska Oesch, Moe Omara, Sunjoo Park, Alli Parlins, Marci Pasenello, Shayla Persaud, Jerry Preyss, Anthony Quigley, Pablo Ramos, Sarah Rascona, Lisa Raylesberg, Jonathan Redman, Mike Rigby, Angela Rodrigo, Mark Rose, David Santos, Christine Sech, Smruti Shah, Alexandros Skaris, Jennifer Smith, Sarah Springer, Patrick Stal, Theo Stamoulis, Jessica Steiner, Gareth Stewart, Robin Stiskin, Marieke Stoffels, Andrea Sullivan, Meghan Talbot, Bosco Torres, Jacque Tracy, Renata Trezza, Stephanie Tu, Monica Turner, Nao Uemura, David Vales, Chris Vallina, Peter Waltenberger, Brittany Waterson, Olivia Weldon, Sarah White, Caren Williams, Olivia Woodruff, Shi Yan Ang, Jenny Young,Always Express, Riverview Press ... and to the many other Interbrand employees who shared their MUHTAR ERIK insights, creativity and time.

Founded in 1974, Interbrand is the world’s leading Follow us: brand consultancy. With nearly 40 offices in 27 facebook.com/interbrand countries, Interbrand’s combination of rigorous twitter.com/Interbrand (#BGB2013) strategy, analytics, and world-class design enables it to assist clients in creating and managing brand Contact us: value effectively—across all touchpoints, in all Jez Frampton market dynamics. Global Chief Executive Officer, Interbrand UK Phone +44.(0).20.7554.1183 Interbrand is widely recognized for its annual Best US Phone +1.212.798.7777 Global Brands report, the definitive guide to the [email protected] world’s most valuable brands, as well as its Best Global Green Brands report, which identifies the Andrea Sullivan Visit bestglobalbrands.com gap between customer perception and a brand’s Executive Director, Client Services, performance relative to sustainability. It is also Interbrand North America for more exclusive content known for having created brandchannel.com, the US Phone +1.212.798.7510 award-winning resource for brand marketing. [email protected] and videos. For more information on Interbrand, visit: If you are a member of the media or would like to CURRAN interbrand.com receive reprint permission, please contact: Lindsay Beltzer Join the conversation For more information on this year’s Senior Associate, Best Global Brands, visit: Global Marketing & Communications, Interbrand at #BGB2013 bestglobalbrands.com US Phone +1.212.798.7786 [email protected]

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