Global 500: The Annual Report On The World's Most Valuable and Strongest Brands January 2023

Global
500
2023
The annual report on the world's most valuable and strongest brands
January 2023
Contents.
About Brand Finance 3
Global Brand Equity Monitor 7
Foreword 8
Ranking Analysis 10
Brand Spotlights 31
ADNOC 32
His Excellency Dr. Sultan Ahmed Al Jaber, UAE Minister of Industry and Advanced
Technology and ADNOC Group CEO
Deutsche Telekom 35
Ulrich Klenke, Chief Brand Officer, Deutsche Telekom
Etisalat by e& 37
Hatem Dowidar, GCEO, e&
Infosys 41
Sumit Virmani, CMO, Infosys
stc 44
Eng. Mohammad Abalkhail, Vice President, Corporate Relations, stc
TCS 46
Abhinav Kumar, Chief Marketing & Communications Officer – Global Markets, TCS
Brand Value Ranking (USDm) 49

Insights 59
Why Should I Value My Brand?60
Alex Haigh, Managing Director, Brand Finance Asia Pacific
Communications in Times of Crisis 67

Cristina Campos, Managing Director, Brand Dialogue Spain
Non-Customers Like Strong Brands 68

Savio D'souza, Head of EMEA, Brand Finance
Importance of selectiveand effective advertising 70

Annie Brown, General Manager, Brand Finance
The Brand FinanceGlobal Brand Equity Monitor (GBEM) –

An industry leading brand evaluation tool 71
Ben Baigrie, Associate, Brand Finance
Methodology 76
How We Value the Brands in Our Annual Rankings 80
Applying Brand Tracking and Valuation Techniques to Sponsorship 84
Brand Strength IndexTM: Creating a Scorecard for Your Brand 89
Our Services 94
Brand Finance Global 500 2023 © 2023 All rights reserved. Brand Finance Plc. brandirectory.com/global 2
About Brand Finance.
Brand Finance is the world's leading brand
valuation consultancy.
We bridge the gap between marketing and finance

Brand Finance was set up in 1996 with the aim of 'bridging
the gap between marketing and finance'. For more than 25
years, we have helped companies and organisations of all
types to connect their brands to the bottom line.
We quantify the financial value of brands

We put thousands of the world’s biggest brands to the
test every year. Ranking brands across all sectors and
countries, we publish over 100 reports annually.
We offer a unique combination of expertise

Our teams have experience across a wide range of
disciplines from marketing and market research, to
brand strategy and visual identity, to tax and accounting.
We pride ourselves on technical credibility

Brand Finance is a chartered accountancy firm regulated
by the Institute of Chartered Accountants in England and
Wales, and the first brand valuation consultancy to join
the International Valuation Standards Council.
Our experts helped craft the internationally recognised

standards on Brand Valuation – ISO 10668 and Brand
Evaluation – ISO 20671. Our methodology has been
certified by global independent auditors – Austrian
Standards – as compliant with both, and received
the official approval of the Marketing Accountability
Standards Board.
Get in Touch.
For business enquiries, please contact:
Richard Haigh linkedin.com/company/brand-finance
Global Managing Director
rd.haigh@brandfinance.com
For media enquiries, please contact: twitter.com/brandfinance

Michael Josem
Associate Communications Director
m.josem@brandfinance.com
facebook.com/brandfinance
For all other enquiries:
enquiries@brandfinance.com
+44 207 389 9400 youtube.com/brandfinance
www.brandfinance.com
Brand Finance Global 500 2023 brandirectory.com/global 3

Request your own
Brand Value Report
A Brand Value Report provides a
complete breakdown of the assumptions,
data sources, and calculations used
to arrive at your brand’s value.
Each report includes expert

recommendations for growing brand
value to drive performance and offers
a cost-effective way to gaining a better
understanding of your position against peers. Insight
Visit brandirectory.com/request-a-valuation
Strategy
or email enquiries@brandfinance.com
Benchmarking
nefits
Brand Valuation
Summary Brand
e
Strength Tracking
B
Royalty Rates
Con
Education
te Cost of
Capital Analysis
nt
Communication
s
Customer
Research Findings
Understanding
enquiries@brandfinance.com Competitor
Benchmarking
Brandirectory.com
Brandirectory is the world’s largest database of current
and historical brand values, providing easy access to
all Brand Finance rankings, reports, whitepapers, and
consumer research published since 2007.
+ Browse thousands of published brand values
+ Track brand value, strength, and rating across

publications and over time
+ Use interactive charts to compare brand values

across countries, sectors, and global rankings
+ Purchase and instantly unlock premium data,

complete brand rankings, and research
Visit brandirectory.com to find out more.
Brand Finance Group.

Brand Finance Institute
Brand Finance Institute is the educational division of
Brand Finance, whose purpose is to create and foster
a professional environment for knowledge-sharing and
networking among practitioners and experts in the
market. BFI organises events, in-company training, and
corporate educational initiatives around the world. In the
quest for marketing excellence and with the purpose
to equip the brand valuation and strategy practitioners
with the necessary skills and tools, we have developed
a wide range of programmes and certifications in
collaboration with the most coveted business schools,
universities and thought leaders in the field.
Brand Dialogue
Brand Dialogue is a public relations agency developing
communications strategies to create dialogue that drives
brand value. Brand Dialogue has over 25 years of experience
in delivering campaigns driven by research, measurement,
and strategic thinking for a variety of clients, with a strong
background in geographic branding, including supporting
nation brands and brands with a geographical indication
(GI). Brand Dialogue manages communications activities
across Brand Finance Group's companies and network.
VI360
VI360 is a brand identity management consultancy
working for clients of all sizes on brand compliance, brand
transition, and brand identity management. VI360 provide
straightforward and practical brand management that
results in tangible benefits for your business.

Global Brand
Equity Monitor
Original market research on over 5,000 brands
38 countries and 31 sectors covered
More than 150,000 respondents surveyed annually
We are now in our 7th consecutive year conducting the study
Visit brandirectory.com/consumer-research
or email enquiries@brandfinance.com
enquiries@brandirectory.com
Global Brand Equity Monitor.
Original market research in 40 countries and across 31 sectors with over
150,000 consumers rating over 5,000 brands.
Apparel
Automobiles
Luxury Automobiles
Banks
Cosmetics & Personal Care
Food
Tier 1
Insurance
Oil & Gas
Restaurants
Retail & E-Commerce
Telecoms
Utilities
Airlines
Brand KPIs and Diagnostics
Luxury Apparel
1. Brand Funnel
Appliances
Awareness
Beers Have heard of your brand
Luxury Cosmetics Familiarity

Know something about your brand
General Retail
Consideration
Healthcare Services Would consider buying/using your brand
Hotels
2. Brand Usage
Tier 2
Household Products
3. Quality
Logistics
4. Reputation
Media
5. Loyalty
Pharma
6. Closeness
Real Estate
7. Recommendation (NPS)
Soft Drinks 8. Word of Mouth
Spirits & Wine 9. Brand Imagery
Technology 10. Advertising Awareness
Tyres 11. Brand Momentum

Foreword.
Brand valuation helps companies understand the value of their brand and how it
contributes to the overall value of the company. This important understanding can
inform decision-making related to marketing and branding efforts, as well as provide
a benchmark for future performance. It can also be used to help attract investors and
secure financing, as a strong brand can be a valuable asset.
Additionally, brand valuation can be useful in the event of a merger or acquisition, as

it can help determine the value of the brand being acquired. Overall, brand valuation
helps organisations understand the worth of their brand and how it fits into their overall
business strategy.
A strong brand can lead to improved business returns in several ways. First, a strong
David Haigh brand can help a company differentiate itself from its competitors and establish a
Chairman & CEO, unique identity in the market, which can lead to increased customer loyalty and
Brand Finance retention. This, in turn, can lead to higher sales and revenue. A strong brand can also
help a company command a higher price for its products or services, as consumers
are willing to pay more for a brand they perceive as high-quality and trustworthy. In
addition, a strong brand can help a company attract top talent, as employees may be
more attracted to work for a well-known and reputable brand. Finally, a strong brand
can provide a company with a competitive advantage and help it weather economic
downturns or industry disruptions.
This year, Brand Finance has invested more in researching and understanding
customer perception of brands across the world than ever before, with original
research taking place in dozens of jurisdictions globally. The report you are reading is
based on this extensive original research, with the findings representing a catalyst for
further conversations.
If you want to help build a stronger brand, or if you want to better understand the value
of your brand, please contact the Brand Finance team and I anytime. I look forward to
the conversation and helping to build a more profitable future for your brand.

Tech downturn
slashes billions
from value of
world’s most
valuable brands.
+ Amazon reclaims position as world’s most valuable
brand, despite losing US$51 billion in value.
+ Bite taken out of Apple as it falls to be second most
valuable commercial brand in the world.
+ Google remains third most valuable brand with 7%
growth and becomes world’s strongest brand.
+ BYD is fastest growing brand in ranking, up 57% to over
US$10 billion.
+ Tech remains most valuable industry, one-sixth of top
500 value.
+ Retail sector remains above US$1 trillion threshold
+ Banking sector makes up the largest number of brands
in ranking.
+ USA accounts for over 200 brands and half of total value
of ranking.

Ranking
Analysis.
Ranking Analysis.
Amazon loses brand value, but times have lengthened – and in concert with this,
becomes the world’s most valuable consumers have become less likely to recommend
brand again, valued at US$299.3 Amazon to others. Concurrent with the conclusion
billion of pandemic restrictions, people are returning to
shopping in-person, slightly mitigating the need for
Amazon has retaken top spot as the world’s most online retail.
valuable brand despite its brand value falling 15%
this year from US$350.3 billion to US$299.3 billion. At the same time, Amazon has failed to meet
Amazon was previously the world’s most valuable expected targets, with significant cost cutting and
brand from 2018 to 2020. layoffs depressing its brand value. But despite its
fall in value this year, Amazon’s brand is still up
Amazon’s brand has fallen by over US$50 billion 36% in value since the beginning of the COVID-19
this year, substantially in connection with its fall in pandemic, as the Amazon brand has grown to
brand strength, with its rating falling from AAA+ to become a dominant player across many different
AAA as consumers evaluate it more harshly in the sectors of the economy: online retail brand,
post-pandemic world. Brand Finance’s research has cloud computing, voice/home automation, digital
found that customer perception of customer service streaming (in both audio and video, complementing
at Amazon has fallen – at the same time as delivery its electronic bookstore).

Amazon has returned to the top The Amazon brand have become integral parts
of the global brand leader board of many people’s lives, building brand loyalty and
reflected in its return to the top of Brand Finance’s
by overtaking Apple. Our Global 500 ranking.
research has found that
Amazon’s brand value comes
from its strong position in both
B2C and B2B sectors of the
economy, as it is a key global
market leader in the massive
markets of both online retail and
online cloud computing services.
Despite already having the

world’s most valuable brand, it
is continuing to expand into new
verticals such as bricks and
mortar retailing, acquisition of
film studios, and payment
processing. Further, with
Amazon’s full online retail
services available in just 18
nations, there remains further
scope to expand its
geographic reach.
David Haigh
Chairman & CEO, Brand Finance
Drivers of Change - Amazon © Brand Finance Plc 2023
2022 2022 Start Value US$350.3 bn
Brand Strength Brand Strength fall - USD$41.2 bn
Business Performance Business performance gain +US$3.9 bn
External Changes External changes - US$13.7 bn
2023 2023 End Value US$299.3 bn
0 50bn 100bn 150bn 200bn 250bn 300bn 350bn 400bn

Ranking analysis.
The World's Top 25 Most Valuable Brands © Brand Finance Plc 2023
12 2 🇺🇸 2 11 🇺🇸 303 🇺🇸 404 🇺🇸 505 🇺🇸

US$299.3 bn US$297.5 bn US$281.4 bn US$191.6 bn US$113.8 bn
-14.6% -16.2% +6.8% +4.0% +1.7%
606 🇰🇷 728 🇨🇳 8 2 10 🇺🇸 9 2 28 🇺🇸 10 2 18 🇨🇳
-7.1% -7.4% -3.2% +43.9% +11.4%
11 2 17 🇩🇪 12 1 11 🇨🇳 13 2 20 🇺🇸 14 17 🇺🇸 15 2 16 🇨🇳
+4.6% -4.4% +8.4% -41.7% -2.2%
16 1 15 🇩🇪 17 1 14 🇨🇳 18 2 29 🇺🇸 19 1 12 🇯🇵 20 1 13 🇨🇳
-3.2% -7.0% +16.9% -18.3% -19.3%
21 2 32 🇨🇳 22 2 26 🇺🇸 23 1 19 🇺🇸 24 2 30 🇩🇪 25 1 23 🇬🇧
+15.9% +5.5% -13.2% +7.0% -3.4%

Ranking analysis.
Bite taken out of Apple as it falls to

be second most valuable brand in
the world
Apple has fallen to be the world’s second most
valuable brand with its brand value falling 16% from
US$355.1 billion to US$297.5 billion, to move from
slightly above Amazon’s brand value to now be
slightly behind Amazon’s brand value.
This year’s fall in brand value relates to a fall in

forecast revenue as a disrupted goods supply chain
and a constrained labour market are expected to
limit supply of its marquee hardware products.
Despite these challenges, Apple continues to

innovate, invest in long-term growth plans, and
expand its offering into a broader range of services.
This extension of its brand further diversifies its

suite of products beyond its most successful
product, the iPhone.
Powerful customer loyalty and a continued strong

customer response to products and services such
as the Apple Watch, AirTags and Apple Pay saw
the installed base of active Apple devices hit an all-
time high in 2022.
Top 5 Growth over time by Value © Brand Finance Plc 2023
• Amazon • Apple • Google • Microsoft • Walmart

400k
300k
200k
100k
0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Apple continued to demonstrate its understanding
of the importance of brand equity, further
emphasising its ESG efforts and commitment to
customer privacy and security.
By introducing new security measures, Apple

introduced end-to-end encryption of iCloud storage,
further mitigating the risk of user information being
accessed by third parties. Apple also doubled
down on its environmental commitments, with the
ambition to create carbon neutral products by 2030
and seeking to reduce the environmental impact of
its products.
Google remains third most valuable

brand
Google (brand value up 7% to US$281.4 billion)
retains its position as the world’s third most valuable
brand. With a 7% increase in brand value year-
on-year, Google is valued at US$281.4 billion as it
continues to grow and expand into new products and
services over the past year.
The brand has expanded its technological capabilities

vastly over the span of the year with its existing
product offerings including Google Wallet, Google
Pixel and Google Cloud by optimising these
products with new artificial intelligence and virtual
reality features.
The Google Pixel phone line in recent years has

switched to Google-designed Tensor systems-on-
a-chip which aspire to integrate machine learning
and artificial intelligence with its consumer hardware
deployments.
In addition to rolling out new products and services,

Google continues to communicate about the brand’s
sustainability initiatives across the world. The brand
has been actively involved in working towards
tackling climate change and has launched projects
to accelerate climate action, investing effectively
in technology that enables the organization and its
customers to make sustainable choices.
For instance, Google has announced a strong

commitment to climate-conscious data centre cooling
and is aiming to operate entirely on carbon free
energy by 2030.

Ranking analysis.
Alphabet owns world’s strongest YouTube's brand has strengthened this year on
and second-strongest brands in account of improved familiarity, recommendation
Google and YouTube and consideration, with increasing numbers of
customers coming to rely on it as a source of news,
In addition to calculating brand value, Brand entertainment, education and information.
Finance also determines the relative strength of
brands through a balanced scorecard of metrics The YouTube brand continues to update its various
evaluating marketing investment, stakeholder product applications with new features, although its
equity, and business performance. Compliant premium music service endures significant difficulty
with ISO 20671, Brand Finance’s assessment of with low subscription rates in some markets.
stakeholder equity incorporates original market
research data from over 150,000 respondents in 40 YouTube is increasingly building an offline brand in
countries and across 31 sectors. addition to its very large online presence, with events
such as the tenth iteration of the YouTube Fanfest
In brand strength, Alphabet Inc, the parent which was hosted recently in Singapore.
company of both Google and YouTube achieved
a rare one-two ranking with the world’s strongest Additionally, the tech giant is constantly working
brand Google earning a brand strength index score on improving the new user experience and building
of just over 93, and YouTube (brand value up 24% interface enhancements for the mobile application.
to US$29.7 billion) earning a brand strength index By revising its user experience, YouTube is building
score of just under 93. Those two brands both a brand which constantly enhances its services and
earned the elite AAA+ brand rating, along with ten is responsive to the changing needs of its target
other brands from across the world. audience.

Ranking analysis.
The World's Top 25 Strongest Brands © Brand Finance Plc 2023
12 3 🇺🇸 2 24 🇺🇸 3 2 23 🇨🇭 411 🇨🇳 529 🇺🇸
93.2 -0.1 92.7 -0.5 91.7 +2.9 91.6 -1.8 91.3 +1.1
AAA+ AAA+ AAA+ AAA+ AAA+
6 2 27 🇨🇳 7 2 11 🇺🇸 817 🇮🇹 9 2 28 🇮🇳 10 2 14 🇬🇧
90.8 +2.5 90.7 +0.7 90.7 -0.2 90.2 +1.9 89.9 +0.3
AAA+ AAA+ AAA+ AAA+ AAA+
11 2 17 🇨🇳 12 12 🇺🇸 13 2 38 🇲🇾 14 2 18 🇦🇪 15 2 20 🇺🇸
89.8 +0.4 89.6 -3.7 89.4 +1.7 89.1 -0.1 88.8 -0.2
AAA+ AAA+ AAA AAA AAA
16 1 6 🇷🇺 17 2 65 🇫🇷 18 2 37 🇺🇸 19 2 56 🇨🇭 20 2 39 🇺🇸
88.2 -4.1 88.1 +2.3 87.8 +0.1 87.8 +1.3 87.7 +0.0
AAA AAA AAA AAA AAA
21 2 77 🇩🇪 22 2 30 🇺🇸 23 NEW 🇫🇷 24 2 54 🇹🇭 25 2 51 🇦🇺
87.7 +2.6 87.5 -0.5 87.5 +2.8 87.4 +0.7 87.3 +0.4
AAA AAA AAA AAA AAA

Ranking analysis.
BYD (brand value up 57% to US$10.1 billion) is the

fastest growing brand in the Brand Finance Global 500
2023 rankings, followed closely by American oil and gas
brand ConocoPhillips (brand value up 56% to US$8.9
billion) Maersk (brand value up 53% to US$7.4 billion),
and LinkedIn (brand value up 49% to US$15.5 billion).
BYD’s brand value as an electric vehicle marque is

growing substantially in connection with sales in the
world’s largest electric vehicle (EV) market, China.
Despite substantial disruptions from pandemic
lockdowns, supply chain disruptions and even
electricity shortages, BYD is dominating this market
as consumers flock to affordable BYD vehicles.
With its strong focus on the budget/economy EV
market as it no longer sells internal combustion cars,
the BYD business is launching new brands in the
Chinese market as it seeks to expand to more affluent
customers. Meanwhile, the BYD brand is expected to
expand geographically with a strong focus on growth
into Europe.
Brand Value Change 2022-2023 (%) © Brand Finance Plc 2023
57%
56%
53% 49% 46%
Energy Perspectives 20 18. COS- 180 194
Equinor ASA
NO-4035 Stavanger
Norway
44%
Telephone +47 51 99 0 0 0 0
www.equinor.com
44% 42% 42% 40%
-30% -30%
-33%
-38% -38% -37%
-44% -43% -42%
-56%

Ranking analysis.
BYD continues the strong In the automotive sector, the American brand Tesla
(brand value up 44% to US$66.2 billion) sold the most
growth that has seen it as one electric cars globally in 2022, which contributed to its
of the world’s fastest-growing status as one of the ranking’s fastest growing brands.
brands for several years now. Observers of Tesla’s share price over the last few
months may be surprised by its result in our table this
Ranked among the leading year, however it remains one of the lowest brand values
electric vehicle manufacturers in proportion to overall business value, at only 16.8%,
in comparison to Mercedes-Benz at 32.1% at time of
on the basis of its Chinese publication.
dominance, it is now expanding
Other brands may be getting into gear to compete with
geographically – which opens the pre-eminent EV producer, but the public still sees
up further room for growth. Tesla as significantly more innovative and sustainable
in Brand Finance’s Global Brand Equity Monitor study,
a fact that outweighs the latest headlines about Tesla’s
David Haigh mercurial CEO.
Chairman & CEO, Brand Finance
Elsewhere, the established traditional European
ConocoPhillips is the second-fastest growing brand automotive brands such as Renault (brand value down
after an impressive year in which it continued to meet 33% to US$6.0 billion) and Volvo (brand value down
global energy needs. 38% to US$8.8 billion) were amongst the fastest-falling
brands in the ranking.
It has increased its focus on valuable energy transition
fuels, particularly concentrating on low cost-of-supply
and low greenhouse gas production, putting them in a
strong position as the brand continues to move forward
in the industry.
Maersk’s brand value grew as demand for its services

remained very high this year. Ocean freight shipping
rates continued to increase, although it appears that
freight rates have peaked and started to subside. While
supply chain congestion is likely to dissipate with
prices normalising, Maersk remains in a strong position
to satisfy demand that has gone unmet with recent
heightened prices.
The fourth-fastest growing brand, LinkedIn, grew in

connection with its improved standing as a recruitment
and news advertising tool.Globally, it is building a very
strong position amongst professional white-collar users
as a dominant tool in this sector.
Other fast-growing brands were in the airline industry

with demand entirely recovered after the pandemic.
United Airlines (brand value up 42% to US$7.8
billion) and American Airlines (brand value up 36%
to US$8.5 billion) are the fastest-growing airlines in the
Global 500 ranking.

Ranking analysis.
The biggest declines in brand value of the ranking The e-commerce sector in China was impacted
are Alibaba.com (brand value down 56% to US$10.0 significantly during the COVID-19 crisis due to strict
billion) and Tmall (brand value down 44% to US$27.4 lockdown guidelines which caused major disruptions in
billion). Chinese e-commerce giant Alibaba.com has business operations nationally and internationally.
lost more than half of its brand value over the year.
The brands also face rising competition in the sector
Similarly, business-to-consumer e-commerce platform and thus have lost market share. Due to a fall in
Tmall lost 44% of its brand value over the same time sales, Alibaba.com also had laid off nearly 10,000
span. employees to reduce its expenses.
© Brand Finance Plc 2023

3 Year Change in Brand Value
433%
379%
264%
230% 224%
214%
167%
151%
128%
121%
-45% -42% -39% -39% -38% -36%

-48% -48% -47% -47%

Ranking analysis.
Tech remains most valuable

industry
The Tech sector has once again remained the most
valuable sector in Brand Finance’s Global 500
ranking, with an overall brand value of at least US$1.2
trillion, accounting for around 15% of the total value of
the rankings.
Further, in addition to this, a number of other brands

in other sectors such as Amazon (Retail), Google
(Media), TikTok (Media), Facebook (Media), and
WeChat (Media) have obvious connections to the
broader technology industry space.
Despite remaining the largest sector, the tech sector

has seen a 6% decrease in value in 2023. This reflects
widespread difficulties faced by tech brands and
concerns about their wider reputations and growth
trajectories, resulting in broad decreases in valuations
in the last year.
There was a total of 48 tech brands that featured in the

ranking, two down from the 50 in 2022, after Snapchat
and Twitter both dropped out. This large overall sector
brand value can mostly be attributed to the three big
tech players who remain near the top of the ranking
in 2023: Apple (brand value down 16% to US$297.5
Brand Value by Sector © Brand Finance Plc 2023

Brand
Value % of Number of
Sector (USD bn) total Brands
● Tech 1,180.9 14.8% 48
● Retail 1,059.7 13.2% 51
● Banking 986.5 12.3% 71
● Media 774.6 9.7% 25
● Telecoms 537.5 6.7% 30
● Automobiles 530.4 6.6% 27

Engineering &
● Construction
359.0 4.5% 31
● Insurance 347.3 4.3% 29
● Oil & Gas 331.1 4.1% 23
● Other 1,895.8 23.7% 165

Total 8,002.8 100.0% 500

Ranking analysis.
billion), Microsoft (brand value up 4% to US$191.6

billion), and Samsung Group (brand value down 7%
to US$99.7 billion). Together, their combined brand
value makes up approximately half of the tech sector.
The fourth most valuable tech brand, Huawei (brand

value down 38% to US$44.3 billion) has lost significant
brand value in connection to a contraction in the
geographies where it can operate due to political and
regulatory confrontations.
However, two other tech brands, Oracle (brand value

up 36% to US$39.6 billion) and IBM (brand value up
22% to US$26.2 billion) saw very rapid brand value
growth, helping the tech sector maintain its position as
the most valuable sector.
Oracle’s brand value growth was connected to its

diverse offering of cloud infrastructure and applications,
while IBM’s brand value increase was connected from
increased revenues from its business customers.
Retail sector remains above US$1

trillion threshold
The retail sector was once again the second most
valuable sector in Brand Finance’s Global 500 ranking.
A boom in e-commerce during the pandemic saw the
sector cross the US$1 trillion threshold last year for
the first time, a reflection that the pandemic has seen
a transfer in retail spending from small, offline, brands
to large, online retail brands. The sector has managed
to remain above this mark for the second year running,
despite facing a 9% decrease in overall brand value
from last year.
There has been a widespread reduction of brand

value in retail brands in 2023, as with the tech sector,
following difficult operating conditions, including high
employee absenteeism, supply issues and reduced
consumer confidence.
Retail giant Amazon, for example, saw a 15%

reduction in brand value, despite becoming the world’s
most valuable brand in 2023, Amazon’s still significant
brand value of US$299.3 billion makes up more than
a quarter of the overall retail sector value in the Global
500 rankings, highlighting just how large Amazon’s
brand has become relative to other large brands.

Ranking analysis.
Three more retail brands from the United States,

Walmart (brand value up 2% to US$113.8 billion),
Home Depot (brand value up 8% to US$61.1 billion),
and Costco (brand value up 24% to US$46.6 billion)
achieved strong brand value growth as it benefited
from a full year of trade substantially unaffected by
pandemic restrictions.
Walmart maintained its position as the 5th most

valuable brand in the global ranking, after continuing
to increase its e-commerce capabilities, improving
customer experience, as well as growing new revenue
streams.
Costco’s brand value has now more than doubled

since the beginning of the pandemic receiving a
significant boost during the pandemic as consumer
spending increased on self-prepared food, and its
offering to consumers has becoming particularly
appealing in 2022 as consumers continue to seek out
the lowest-price food due to widespread cost increases
in other sectors of the economy – especially industries
such as restaurants and hospitality which are facing
significant labour supply shortages.
Banking sector makes up the

largest number of brands in
ranking
Unlike the tech and retail sectors, the banking sector
continues to achieve growth in its overall brand value,
seeing an increase of 4% year-on-year. The sector also
has largest number of brands in the Brand Finance
Global 500 2023 ranking, increasing from 64 last year
to 72 in 2023.
After the COVID-19 pandemic, the banking sector went

through a digital transformation to serve its customers,
businesses and governments. Banking brands have
focused on branding that highlights innovative use of
technology by creating super apps in which customers
can use a wide range of banking services.
Chinese banking brands like ICBC (brand value

down 7% to US$69.5 billion), China Construction
Bank (brand value down 4% to US$62.7 billion),
Agricultural Bank of China (brand value down 7%
to US$57.7 billion) and Bank of China (brand value
down 4% to US$47.3 billion) lead the ranking this year.

Ranking analysis.
It is followed closely by its American counterparts transformations, that in turn will allow them to adapt to
including Bank of America (brand value up 5% to the changing global landscape.
US$38.6 billion), Wells Fargo (brand value up 10%
to US$33.0 billion), JP Morgan (brand value up 10% Deloitte’s understanding of, and success in building
to US$31.8 billion), Chase (brand value up 4% to its brand strength, has been reflected in the Global 500
US$31.3 billion) and Citi (brand value down 11% to ranking.
US$30.6 billion).
It was the 5th strongest brand in 2023 with a BSI score
All but one Commercial Services of just over 91, earning them an elite AAA+ brand
brand in the ranking see brand rating, one of only twelve brands globally who were
value growth awarded this top score.
The Commercial Services sector has seen a healthy Other high performing commercial services brands
21% overall increase in brand value year-on-year, from the United States included American Express
making it the 10th most valuable sector in Brand (brand value up 25% to US$34.1 billion) and VISA
Finance’s Global 500 ranking. (brand value up 9% to US$29.6 billion).
EY (brand value up 11% to US$25.7 billion) from the
Out of the sixteen Commercial Services brands that United Kingdom, was the most valuable non-American
were featured in the global ranking, all except PayPal commercial services brand.
(brand value down 15% to US$15.9 billion) saw a brand
value increase. Thirteen of the brands were also from Logistics sector struggles due to
the United States, highlighting the nation’s dominance COVID-19 disruptions
within the sector.
The logistics sector was substantially impacted by
Deloitte is the highest ranked commercial services pandemic-connected restrictions and rapid changes
brand with a brand value of US$34.5 billion, a 16% in product demand. The aggregate brand value of the
year-on-year increase. Through tough circumstances, sector decreased by 7% this year.
Deloitte continued to look to the future and
subsequently protect value and trust amongst its Major logistics brands in the ranking are seeing a
stakeholders. Further, Deloitte increased its alliances revival with new technological innovations, the ranking
with leading technology providers, allowing them is led by Japan’s JR (brand value up 12% to US$13.8
to navigate the challenges faced by ongoing digital billion), American brand UPS (brand value down 8%

Ranking analysis.
to US$35.4 billion) and Chinese brand SF Express

(brand value up 3% to US$8.2 billion).
With the world now looking towards a post-pandemic

future, online shopping has increased significantly,
creating growth in the consumer-facing parcel delivery
sector and related logistics brands.
The United States continues to dominate the ranking,

now accounting for 202 out of 500 of the brands in
Brand Finance’s Global 500 2023 and half of its overall
value ($US4.0 trillion). China is home to the second
largest aggregate brand value of the Global 500
brands, with an overall brand value of US$1.4 trillion, a
9% decrease year-on-year.
The 78 Chinese brands included in the ranking

contributed 18% of the overall global value.
The next nations in terms of value contribution are

Germany (24 brands, 6%), Japan (32 brands, 5%),
France (31 brands, 5%), the UK (23 brands, 3%)
and South Korea and Canada, which with 15 and 12
brands respectively contribute 2% of the value of the
ranking each.
Brand Value by Country © Brand Finance Plc 2023
Brand
Value % of Number of
Country (USD bn) total Brands
● United States 3,981.2 49.7% 201
● China 1,430.0 17.9% 79
● Germany 479.6 6.0% 24
● Japan 425.5 5.3% 32
● France 331.2 4.1% 31

United
● Kingdom
264.9 3.3% 24
● South Korea 195.5 2.4% 8
● Canada 140.3 1.8% 15
● India 108.2 1.4% 12
● Other 646.3 8.1% 74

Total 8,002.8 100.0% 500

Regional Analysis.
United States
The United States continues to dominate the ranking,
now accounting for 202 out of 500 of the brands in
Brand Finance’s Global 500 2023 and half of its overall
value ($US4.0 trillion). China is home to the second
largest aggregate brand value of the Global 500
brands, with an overall brand value of US$1.4 trillion,
a 9% decrease year-on-year. The 78 Chinese brands
included in the ranking contributed 18% of the overall
global value.
The next nations in terms of value contribution are

Germany (24 brands, 6%), Japan (32 brands, 5%),
France (31 brands, 5%), the UK (23 brands, 3%)
and South Korea and Canada, which with 15 and 12
brands respectively contribute 2% of the value of the
ranking each.
Most Valuable and Strongest Brands per Region © Brand Finance Plc 2023
Strongest Brands
Most Valuable Brands
*The telecom brand of

e& in UAE and Egypt
BSI 93.2 BSI 91.7 BSI 89.1 BSI 91.6

AAA+ AAA+ AAA AAA+
Europe
Americas
Asia
Middle East
& Africa
US$299.3 bn US$62.9 bn US$45.2 bn US$99.7 bn

Regional Analysis.
Europe
Two German brands, telecommunications giant
Deutsche Telekom (brand value up 5% to US$62.9
billion) and automotive producer Mercedes-Benz
(brand value down 3% to US$58.8 billion) competed
for the position of Europe’s most valuable brand. With
a brand value of US$62.9 billion, Deutsche Telekom
has become Europe’s most valuable, with Mercedes-
Benz following closely behind.
Both brands have felt the effect of difficult and

uncertain economic conditions and disrupted supply
chains as a result of the war in Ukraine but have still
managed to remain at the top of the raking.
Deutsche Telekom is now both Europe’s most

valuable brand and the second most valuable
telecoms brand globally. This impressive performance
comes partly as a result of the brand’s strong organic
revenue growth within European markets, with
customer numbers growing at a steady rate across
the board. However, the brand’s value has grown
substantially in connection with its record customer
additions in the United States.
The American version of the same brand, T-Mobile

US, posted industry leading growth, as well as seeing
further growth in its internet access products and
the roll out of its 5G network. It is now the largest
5G network in the US and is continuing to grow and
improve its services.
Mercedes-Benz has seen a 3% decrease in brand value

in 2022 in connection with uncertain macroeconomic and
geopolitical conditions, resulting in a one position drop in
Brand Finance’s Global 500 rankings.
Despite this, Mercedes-Benz is still the second most

valuable brand in Europe and maintains an AAA- BSI
rating. Mercedes has benefitted significantly from
increased tax incentives on car purchases in China. As
well as this, Mercedes continued to follow the industry-
wide transition to electric vehicles, taking further steps
towards an all-electric future.
This saw the further development of next-generation

high-performance battery cells and modules, and the
announcement of the expansion of its partnership
with CATL.

Regional Analysis.
Chinese brand CATL is also the highest-placed new Further, Swisscom continues to ensure that it has
entrant in this year’s ranking at 135th, with a brand value physical implementations of its brand with a strong
of US$14.7 billion. continued commitment to physical shops in the future.
Swisscom plans to further update all its shops with new
This partnership will see the construction of a new consistent branding from online operations, creating a
battery plant to supply European markets and is a consistent brand image across both online and bricks
major part of Mercedes’ sustainably focused future and mortar environments.
development plan.
Commercial services giant EY also maintained its
Swiss telecommunications brand Swisscom (brand strong BSI score of 90, making it the second strongest
value up 5% to US$6.3 billion) is the strongest brand brand in Europe. 2022 saw significant further
in Europe with a brand strength index score of 92, investments in technology consulting, audit quality
making it the third strongest brand globally and earning and sustainability services and record levels of UK
an AAA+ brand rating. Swisscom has seen a twenty growth, contributing to its high position in the ranking.
position rise in the brand strength ranking rankings EY also continued to pursue ambitious targets around
from last year’s position of 23rd. gender, ethnicity and black representation within
the business, with a range of targeted initiatives to
Its recent announcement of its new Fixed Wireless support its goals.
Access 5G service for business customers, which
provides solutions for remote buildings not covered by These included the Launch of its first Neuro-Diverse
the wired network expansion, is a continuation of its Centre of Excellence (NCoE) in Manchester, which it
pioneering work in the European 5G market. hopes will further promote diversity and innovation at EY.

Regional Analysis.
Middle East As the telecommunication

Oil and Gas brand Aramco (brand value up 4% to
industry continues to struggle
US$45.2 billion) is the most valuable brand in the with commoditisation, e& has
Middle East region in the Brand Finance Global 500 taken the bold and necessary
2023 rankings.
step to reposition its brand
The brand has expanded its operations significantly identity to unlock new
in the past year and announced its commitment
to sustainability through partnerships with other opportunities and services. The
brands. Namely, Saudi Aramco recently formed a ongoing brand evolution
strategic partnership with Chinese petrochemicals
brand Sinopec to promote the usage of hydrogen, enhances the ability to branch
renewables and carbon capture in China. out into new services as well as
UAE-based oil and gas brand ADNOC is the second
stepping up from being a
most valuable brand in the Middle East region with a strong regional player to being
brand value of US$14.2 billion.
a brand with global aspirations.
The brand’s value has grown by 11% over the past
year and has a corresponding Brand Strength Index David Haigh
(BSI) score of 79 out of 100. The brand has expanded Chairman & CEO, Brand Finance
its areas of operations via acquisitions, recently the
brand acquired 25% stake in Borealis, a European
petrochemical brand to expand into the fast growing
petrochemicals sector.
Etisalat by e&, the telecom brand of the tech

conglomerate e& operating in the UAE and Egypt,
retains its position as the strongest brand in the region
with a Brand Strength Index (BSI) score of 89.1 out
of 100. This year saw a new evolution from Etisalat
Group to e&, a brand identity change to accelerate its
transition into a tech-driven telco.
This transition has manifested in both infrastructural

changes to the Etisalat by e& operations to enhance
its services to the customer, as well as external-
facing service offerings of the other e& divisions that
previously operated under the Etisalat brand.
This year the Etisalat by e& branded portion of the

group is valued at US$10.5 billion, with the combined
value for all e& branded operations at US$11.7 billion
(up from a combined value of US$10.1 billion in 2022).
The e& group, present across 16 countries, operates

several other branded operations and boasts the most
valuable portfolio of telecom brands in the Middle East
and Africa, exceeding US$14 billion.

Regional Analysis.
Asia
Fellow Chinese brand Moutai (brand value up 16%
In the Asia Pacific region, Korean electronics brand to US$49.7 billion) is the strongest brand within the
Samsung Group (brand value down 7% to US$99.7 Asia-Pacific region in the Global 500 ranking, with
billion) is the most valuable brand. Since the a Brand Strength Index (BSI) score of 91 (AAA+).
beginning of the COVID-19 pandemic, technology The brand continues to lead the sector with its iconic
and electronics have assumed great importance for drink which is a unique, aspirational and market-
individuals, consumers and governments all across dominating product in China. The brand has been
the globe, and Samsung has been a significant adept in supplying its product to Chinese customers
manufacturer of such items. by leveraging its iMoutai mobile application which
has over 10 million users for online payments and
The increase in demand and necessity of advanced e-commerce fulfilment.
electronic products has led to growth in the brand’s
perceptions among consumers. The app also allows consumers to purchase the special
drink in new and engaging ways.
Most recently the brand launched its new models, the
Galaxy Z Flip4 and the Galaxy Z Fold4 which are new Telecommunications giant Chunghwa (brand value up
flip and foldable models which have gained popularity 22% to US$5.3 billion) is the second strongest brand in
since its launch. Asia with a AAA brand strength rating.
Following Samsung, Chinese banking brand ICBC The brand is leading the way with a sustainable outlook
(brand value down 7% to US$69.5 billion). The brand to operations by enhancing its energy efficiency
has been involved in upcoming new sectors including across its 5G network performance. The brand aims to
green finance and sci-tech innovation which has led to establish a greener and digital future across the board
an increase in its performance. by providing low carbon options to its customers.

Brand
Spotlights.
ADNOC. 🇦🇪 z
Rank Brand Value
138 2
US$14.2 bn
+11.4%
Rank Brand Strength
167 2 79.4
+0.4

Interview with His Excellency
Dr. Sultan Ahmed Al Jaber.
What are the successes and initiatives you can attribute to your continued
brand growth?
The continued growth in ADNOC’s brand value is testament to the wise guidance
of the UAE Leadership, the support of the ADNOC Board of Directors and the hard
work of the entire ADNOC family. Our commitment to make today’s energy cleaner,
while investing in the clean energies of tomorrow, continues to strengthen our
position as a reliable and responsible global energy provider while enhancing
the strength and value of our brand.
What role does ESG and sustainability play in the long term management
of ADNOC’s brand?
ADNOC is one of the least carbon intensive oil and gas producers in the world and
His Excellency Dr. we continue to take steps to enable and accelerate our Net Zero by 2050 ambition.
Sultan Ahmed Al Jaber We are committed to progressive climate action and now, more than ever, the world
UAE Minister of Industry needs a practical and responsible approach that is both pro-growth and pro-climate.
and Advanced ADNOC has made tangible progress on both fronts.
Technology and ADNOC
Group CEO We are the first major oil and gas company in the world to source 100% of our
onshore grid power from zero carbon nuclear and solar power. We are electrifying
our offshore operations to cut their carbon footprint in half and we are allocating
$15 billion to fast-track investments in clean energy, low-carbon and decarbonization
projects. The UAE’s Founding Father, His Highness Sheikh Zayed bin Sultan
Al Nahyan, embedded sustainability and responsible production into ADNOC’s
business practices and we are determined to continue building on this proud
legacy to enable a lower-carbon future.
How do brands ensure that sustainability communication is trusted by

customers and other stakeholders?
I think transparency is important in ensuring the credibility of our communications,
and this is something that ADNOC takes very seriously. This has allowed us to
attract world-class partners that are helping to maximise value from our assets and
resources, including some of the world’s most notable investors. Moving forward,
we will continue to champion a more open and transparent approach to our
communications to drive deeper connections with our audiences and stakeholders.
Firstly, we need to put things into perspective. Our world is on its way to being home
to 9.5 billion people. To meet their needs, we will have to produce 30% more energy
than today. If the basic energy needs of billions of people across the world are not
met, economies will slow down significantly, impacting the resources which need to
be made available for the energy transition and climate action.
While meeting the energy demand the world currently relies on, we must focus on
driving down emissions and accelerating investment in new clean-energy systems.
For this, the world needs all the solutions it can get. It is not hydrocarbons or solar,
not wind or nuclear or hydrogen. It is all the above, plus the clean energies yet to
be discovered, commercialised and deployed. The world needs maximum energy
with minimum emissions. This is the approach we are taking at ADNOC.
We were the first hydrocarbon producer in the region to adopt carbon capture and
storage on an industrial scale and the first to use nuclear and solar energy to supply
100% of our electricity needs. We are building on our position as a reliable and
responsible supplier of some of the least carbon-intensive oil and gas in the world while
expanding into renewables and laying the foundations of the global hydrogen market.

Interview with His Excellency Dr. Sultan Ahmed Al Jaber.
The energy transition will not happen at the flip of a drive for greater climate progress. We are also deeply
switch, but it is attainable if we are pragmatic, practical committed to making COP 28 a positive platform
and commercially focused. for women, youth and indigenous peoples, and will
strive for solutions to address the needs of the most
vulnerable. In addition, we aim to promote pragmatic,
Collaborating with other companies is key in this realistic and practical solutions to the energy transition.
changing world. Are there any collaborations you This includes pivoting towards clean and renewable
are excited about? sources, while at the same time decarbonizing existing
Partnership and collaboration are integral to ADNOC’s sources and investing in innovation.
strategy. Since we started our transformation in 2016,
we have expanded our partnership and investment
base and opened opportunities across our value
chain to new categories of partners from around the
world. This approach is enabling us to unlock and
maximise value and invest in growth. It is also helping
us to improve integration across our value chain and
optimise our operational and financial performance.
We will continue to develop and explore additional
investment and partnership opportunities across our
value chain that deliver sustainable value. As we work
towards our Net Zero by 2050 ambition, we extend an
open invitation to industry and technology players to
come and join us as we forge cleaner energy solutions
that are practical and deliver progress for the climate
and for the economy.
Dr Sultan wears many hats apart from being the

CEO of ADNOC, the United Arab Emirates’
Minister of Industry and Advanced Technology,
Chairman of Masdar, and the UAE’s special envoy
for climate change. What role can ADNOC and the
UAE play in building a consensus around the
goals for COP28?
The UAE approaches its role as hosts of COP 28 with
great humility and with a great sense of responsibility.
This will be a milestone COP with the first ever Global
Stocktake, which will allow the international community
to assess progress, raise ambition and scale up action
to meet the commitments the world has made. This will
be an important outcome for the meeting. The UAE will
focus on accelerating progress on all fronts, including
adaptation, and loss and damage. We will also
advocate for serious progress on climate finance for
developing countries. It is imperative that all countries
are able to access the resources needed to transition to
clean energy, adapt to climate impacts and accelerate
sustainable economic development.
The UAE is ideally placed to build bridges to get the

world where we need to be. We have always been
a trading nation at the crossroads of the world and
we do not want any country to be left behind. We will
bring together people from government, academia,
civil society and every sector of industry in a concerted

Deutsche Telekom. 🇩🇪 H
Rank Brand Value
11 2
US$62.9 bn
+4.6%
Rank Brand Strength
182 2 78.7
-0.8

Interview with Ulrich Klenke.
Deutsche Telekom has become the most valuable brand in Europe. What
are the successes and initiatives you can attribute to this fantastic brand
achievement?
In recent years, we fundamentally strengthened the brand and its essential assets.
We implemented a consistent global brand strategy based on a common brand
positioning, a new brand design and a reworked T logo. In an increasing digital
world, we now focus more on social responsibility, with the T as a strong symbol
for the connection of people. Internally, we started very effective customer-oriented
initiatives and created together a communication powerhouse with PR and
marketing: Agile brand management structures that enable us to make promptly
and data-driven decisions regarding current events and the sentiment of people.
Ulrich Klenke
How does Deutsche Telekom keep innovating to stay at the top of all
Chief Brand Officer,
telecoms companies?
Deutsche Telekom I think it’s crucial to find the right composition of internal divisions, partners, and
agencies. The collaboration between these parties needs to run smoothly, like
a vivid ecosystem. In addition, we foster constant use of the creative power and
different cultural backgrounds within our global footprint. That’s the fuel for our
innovative strength. As a benchmark for our creative excellence, we seek the steady
comparison with the best-in-class brands at leading competitions world-wide.
What role do you hope Deutsche Telekom can play in sustainability?

We take our responsibility in this area very seriously. As one of the leading drivers
of digitisation, we must take care of potential socio-political and environmental
implications. Our purpose, therefore, is directly linked to this responsibility: “We
won’t stop until everyone is connected.” As a company and corporate citizen, we
want to connect everyone to the infinite possibilities of the digital world. This means
that no one should be left behind or socially excluded. That’s why improved network
access or digital education are key topics where we are especially committed
to promote social cohesion. The same applies to environmental sustainability.
Although we acknowledged that it still has less weight in purchase decisions, for
us it plays a major role in product development and for investments in general.
How relevant is brand performance for attracting talent and to engage

employees worldwide?
Our T brand increasingly gains brightness and becomes a flagship on both sides of
the Atlantic: In Europe the brand is characterised by its solid heritage and reliability,
and in the USA by growth. We observe that the brand helps to convey the image of
one global company, which is attracting both employees and talents. Especially for
young talents, the brand, together with sustainability, can be a decisive differentiator
and thus has a strong impact to become the employer of choice.

Etisalat by e&. 🇦🇪 H
Rank Brand Value
195 1
US$10.5 bn
+3.5%
Rank Brand Strength
14 2
89.1
-0.1

Interview with Hatem Dowidar.
The rebrand from Etisalat Group to e& might surprise some given the
strength and heritage of Etisalat. Why was now the time for change?
It's more than just a name change. We knew we had to signal to the world, to our
staff and to ourselves as a management team that we were becoming something
different. It was to signal the magnitude of the change. It signals that, yes, we have
our traditional telecoms business, but that a lot of other things are coming into
play, as we dive deeper into the technology and digital space, and that we are now
offering more than just traditional connectivity. The name e& reflects our ambition
to push the boundaries, to go further and to be well positioned for the future.
Our transformation into e&, a global technology and investment conglomerate,

did not happen overnight. In fact, the evolution as e& was gradual, as we began
to consider what the transformation as a telco would look like to meet the growing
Hatem Dowidar needs of our consumer and business customers.
GCEO,
e& In our quest to deliver on our promises to our customers, add value for our
shareholders, seek out new opportunities in the countries where we operate, tap
into new markets and accelerate the growth of the business, it was time to do things
differently by adopting a growth mindset, creating a future-ready business model,
focusing more on value creation and leveraging our customer base against the
backdrop of a rapid digital revolution in the business landscape.
Over the past 12 months, we have focused on realigning our business operations by
creating a diversified business model with strong business pillars: etisalat by e&, e&
international, e& life, e& enterprise and e& capital.
While etisalat by e& continues to build on a 46-year telecom legacy, e& international
is focused on two things. One is good governance, while the other is ensuring
that we carry the best practice in different markets in areas such as commercial,
technological and regulatory frameworks. We then have e& enterprise, the business
pillar focusing on enterprise solutions such as cloud business, cybersecurity, Internet
of Things (IoT) and AI.
Next is e& life, a business pillar focusing on OTT (over-the-top) services to sell
directly to customers. The current push is on fintech and content, though we may
pursue other areas, such as health and education, in the future.
Our investment arm is e& capital that focuses on investing in businesses that we
don't intend to control, and it offers two distinct kinds of investments. We have a
venture capital (VC) arm, which is looking into opportunities to invest in early-stage
companies, and a growth arm, where we are more focused on taking bigger, but
still minority, stakes in more established companies.
What are the primary goals of the rebrand and restructuring, and have you
seen any immediate benefits and opportunities?
e& opened a new and exciting chapter in the Group’s growth journey to create
a digitally brighter future while empowering societies. As the business landscape
underwent unprecedented changes, e& embraced a progressive outlook to seek
ways to transform into a global technology conglomerate that is customer-centric,
digital-driven and propelled by next-generation technologies. The new brand identity
leverages e&'s market-leading position with state-of-the-art infrastructure, seamless
operations and partnerships that build on years of sustainable growth and a
continued commitment to innovation.

Today, we have a diversified business model with position as a leader in providing state-of-the-art
robust business pillars. The establishment of focused telecoms infrastructure and achieving national digital
business verticals has increased organisational transformation. It also ranks among the three strongest
agility for each priority business vertical, set targets telecom brands in the world, confirming the group's
and strategies transparently, enabled the seamless rich telecom heritage, reinforcing the strong telecom
execution of mergers and acquisitions, attracted network and maximising value for the different
relevant strategic partners and investors in line with the customer segments of e&.
business vertical's focus, retained the desired talent per
business vertical and captured better synergies across This progressive evolution is firmly rooted in our rich
the Group. telecoms heritage from the beginning of our journey.
Under the visionary leadership of the UAE to elevate
The brand transformation positions us to be even the ICT sector, we have grown from being the first
stronger than we are today; we will cater to new telecom company in the UAE from simply offering
customer segments and other international markets, 'voice' and connectivity to digitally empowering
which will only help us grow and explore new horizons. societies. As e&, we are proud to become an
organisation that caters to different customer segments
To continue building on the success established in the markets we operate in.
throughout decades, e& will maintain that growth to
stay digitally fit for the future. Therefore, we embarked The Group's brand architecture is aligned with
on an ambitious journey that encompasses so our vision and business strategy, and our vertical
much more than a brand change, but is an exciting businesses are collectively linked to the sustainable
transformation towards a company that focuses on growth of the brand and the transition to one of the
creating technology that empowers every person world's largest technology players. In line with its new
and organisation to stride into a digital future. strategy of ‘Grow,’ ‘Transform,’ and ‘Excel’, etisalat by
e&'s mission is to unlock shareholder value, deliver
an exceptional customer experience and optimise
Your telecom division, etisalat by e&, is once business performance. To deliver leading-edge
again the region’s strongest brand. How have core and digital services, enriching consumer value
propositions with digital services that address new
you used its continued success to facilitate the
lifestyles and emerging consumer demands beyond
Group’s transformation? core telecoms services, including areas such as
Our telecom arm, etisalat by e&, is the most gaming, health and insurance. We will continue to
significant business unit. By maintaining its strongest act as a trusted partner and advisor to businesses in
brand position across all categories in the MEA meeting their connectivity needs and beyond.
region, etisalat by e&, underlines the UAE's global

By strengthening its leading position as a digital telco, companies that they believe are committed to ESG,
a customer champion in a hyper-connected digital or recruiting talent, ESG has become one of the main
world, etisalat by e& will pivot a new sustainable reasons for making these decisions globally.
demand in future spaces like private networks,
autonomous vehicles and AI. While taking huge steps to strengthen our position as
a global technology player, e& declared the Group's
net zero targets by 2030 at the 27th Conference of the
How do you see the role of ESG in the brand Parties of the UNFCCC (COP27) and became the first
sustainable growth? private sector entity in the UAE to join the Independent
Delivering our Environmental, Social and Governance Climate Change Accelerators (UICCA). This reaffirms
(ESG) commitments has had a significant the group's commitment to climate change efforts
positive impact during our transition. Caring for by focusing on key initiatives to reduce our carbon
the communities in which we operate has been footprint through improved energy efficiency and
instrumental, while improving the customer experience renewable energy, among other initiatives.
and maximising shareholder value creation have been
key focus areas. Our participation in the upcoming 28th Conference of
the Parties (COP 28) reaffirms the importance we place
More than ever, ESG is a necessity. It strongly on contributing to and building the ecosystem in which
influences how potential customers and employees we operate, communicate and deliver our services to
engage and interact with us at all levels. Business stakeholders and customers. It has also helped us to
growth and invention discussions are now being be a key player in exploring clean and green solutions,
made on a global scale based on how companies, and has enabled us to keep the ESG agenda at the
organisations or any type of business is making a real heart of our business model.
effort on ESG. Whether it's sourcing services from

Infosys. 🇮🇳 G
Rank Brand Value
150 2
US$13.0 bn
+1.8%
Rank Brand Strength
89 2 83.4
+0.5

Interview with Sumit Virmani.
Infosys is celebrating its 4 decades of success, congratulations! To what
would you attribute the continued growth of the brand – over all these years?
When Infosys was first founded as a fledgling startup in India, its aspirations then
can best be described as audacious. The co-founders of the company hoped to
build an institution that would stand shoulder to shoulder with the big boys of IT
consulting and be respected the world over. Benchmark against the world’s best,
reset those benchmarks, and build a brand that disrupts - that was the formula the
Infosys founding team landed on to realise their aspirations. That very formula has
continued to power brand Infosys over 4 decades of excellence, across a growth
path that spans more than 50 countries and scaled its value to $75 billion in market
cap. With an aspiration to disrupt the existing business models, through those early
years, Infosys instituted the world’s first-ever global deliver model for IT services, built
India’s earliest software campuses, and set new standards in corporate governance,
Sumit Virmani among many other firsts. Today, whether launching the industry’s first cloud services
CMO, brand (Infosys Cobalt) or turning carbon neutral 30 years ahead of 2050, the timeline
Infosys set by the Paris Agreement – the resetting of benchmarks, the disruption continues.
And with it the brand evolves – seeking to grow in relevance to stakeholders over
changing times.
Cooperating with other brands is key in this fragmented world. How do

you approach these collaborations, especially for brand amplification?
When it comes to collaborations for brand amplification, we have a significant
ecosystem. This includes our signature marketing partnership with the Madison
Square Garden – also making Infosys the Official Digital Innovation Partner of key
MSG properties including the New York Knicks, New York Rangers and the Madison
Square Garden Arena. In addition, as a brand, we continue to nurture highly
successful collaborations with the global Tennis ecosystem - ATP, Roland Garros, the
Australian Open and more recently the International Tennis Hall of Fame, while also
forging brand partnerships with The Economist, Financial Times, Dow Jones and
Bloomberg Media.
These collaborations are unified in their approach – they are not just brand or
tech partnerships, they are brand and tech collaborations. We believe that credible
brands of the future are likely to be the ones that participate in creating that future.
So, instead of just marketing our technology to the digital-first generation, we
have chosen a path of marketing with technology - not just by talking the talk by
plastering our brand across crowded sporting extravaganzas or media platforms,
but by walking the talk by making the brand integral to the experience these
platforms deliver. For us, this is an important demonstration of brand credibility.
Brands that consistently act in alignment with their stated purpose

differentiate themselves through the trust they earn in the market.
How does brand Infosys look to live and demonstrate its purpose?
At Infosys, our purpose is to amplify human potential and create the next opportunity
for people, businesses, and communities. We seek to internalise this purpose in
everything we do. Our employees and their potential are crucial to the realisation of
our purpose. To meet the challenges that our rapidly changing world faces, that our
clients face, and that society faces, we need people who function at their very best,
creating and developing opportunities to hurdle these challenges. The programs,
policies, and ways of working that we have instituted are all geared to bring our
purpose to life consistently – whether it is for the amplification of our clients,
through our ESG initiatives, or expressed as employee care.

Interview with Sumit Virmani.
What role does the sustainability agenda that’s our context better. Infosys’ long-standing commitment
growing in importance for our world play in to sustainability has now expanded to focus across
powering brand Infosys? core areas including climate change, technology
for good, diversity and inclusion, energising local
At Infosys, we embraced the concept of sustainability communities, ethics and transparency, data privacy
in a very fundamental way long before it was norm to and information management.
do so. Our founders were of the firm belief that success
for a company comes from living in harmony with the The outcomes of this focus are clear. As an
context in which it operates. Taking on responsibilities example, Infosys Springboard – the company’s
like reducing carbon emissions, improving air quality, flagship global reskilling program democratising
optimally using water and solar power, or even helping learning, with free digital content, already has 4.6
the underprivileged through the Infosys Foundation, million users registered to learn digital skills that
comes naturally to us, given this outlook. Today, over are preparing them for a rapidly transforming talent
four decades after first embracing these values, Infosys market. Infosys also continues to be carbon neutral
continues to remain committed and strive hard to make for three years now.

stc. 🇸🇦 H
Rank Brand Value
159 2
US$12.3 bn
+16.7%
Rank Brand Strength
28 2 87.0
+1.3

Interview with
Mohammed Abaalkheil.
How significant is the stc Group strategy and what impact has it had on
business processes within the ICT sector?
We launched our “DARE" strategy – which stands for digitize stc, accelerate
performance, reinvent experience, and expand scale and scope - in 2017, followed
by a refresh in 2020. The implementing of this strategy delivered immediate results,
for instance, we doubled our brand value alongside accomplishing several other
milestones, such as developing our organizational structure, governance, operations,
and overall corporate culture, thereby propelling the growth of our business. The
ambitious nature of our strategy mirrors our support of the wider ICT sector as well as
our strength as a driver of regional digital transformation.
We are confident that we will achieve our strategic goals with the support of our
employees and subsidiaries, as well as the Board of Directors. We will continue
Eng. Mohammad to unlock opportunities for our employees, consumers, businesses, and wider
Abalkhail, communities, using inclusive, innovative solutions and services to enable the easy
Vice President, adoption of a digital way of life.
Corporate Relations,
stc
What are the outcomes of your strategy, and how did the group obtain the
highest evaluation?
Without a doubt, our “DARE” strategy is already creating significant positive impact on
the business and the group’s operating model. As evidence of the strategy’s success,
stc Group was ranked as the fastest-growing brand in the Middle East consecutively
over the past five years in the Brand Finance Global 500 ranking, whilst increasing brand
value by 16.7% to reach US$12.3 billion. This achievement is a testament to our focus on
providing exceptional customer experience as well as our leading role in the market.
Furthermore, to strengthen the group's position and expand in global markets, TAWAL,
one of the group's companies, fully acquired the Pakistani tower company "Awal
Telecom". In addition, "solutions by stc" acquired 89.49% of GIZA Systems Company
at a value of $158 million. The group also received a non-binding offer from the Public
Investment Fund (PIF) to buy 51% of Telecom Towers Company (TAWAL), which
is completely owned by stc, with a total value of SAR 21.94 billion. Through these
transactions, we are constantly maintaining stakes in value-added strategic assets and
benefiting from the return on these assets in growth, expansion, optimizing capital,
enhancing our ability to invest in new areas and maximize the return on equity in a
sustainable manner.
How do you see the future of stc Group in the short and long term?
It is crucial for us to keep pace with the sector’s rapid growth. To that end, we
are continuously developing technologies by introducing new digital solutions,
local content, and supporting entrepreneurs; all in the interest of consumers and
businesses. We are amping up our efforts to provide advanced solutions to support
the digital transformation of Saudi Arabia and the wider region, while contributing
towards the achievement of the Kingdom's Vision 2030.
Furthermore, we intend to capitalize on the region’s strategic location at the

crossroads of east and west through our international growth strategy. All in all, we
look forward to progressing upon our journey and connecting the world through
technology.

TCS. 🇮🇳 m
Brand Value
US$17.2 bn
+2.4%
Brand Strength
82.3
-0.9
*TCS is not ranked in the Brand Finance Global 500 report

as it is part of the TATA Group conglomerate. TATA Group
is ranked 69th.
TCS’ new title partnership of the Jaguar TCS Racing Formula E Team

Interview with Abhinav Kumar.
What are the successes and initiatives you can attribute to your continued
brand growth?
As always, our marketing teams look forward to Brand Finance’s annual Global
500 report launched at Davos, to see how our brand has performed on value and
strength. Last year was an instrumental year for us, with the TCS brand rising for
the first time in its history to the number 2 rank in our industry. We are very pleased
to retain that rank this year, besides adding an incremental $400 million to our
brand’s value.
In terms of what contributes to it, there is so much which goes behind the growth
of our brand. The hard-earned equity that our business teams build with our clients
every day, continuous innovation in our services and product suites, the quality
of talent which feeds our employer brand, earning respect from all stakeholders
Abhinav Kumar and the community, and the ability to communicate a distinct and engaging
Chief Marketing & narrative for our brand. I couldn’t be prouder of the work that our marketing and
Communications Officer communications team do every day to tell our story and those of our clients, one
– Global Markets, tweet, one blog, one speech, one campaign or one conversation at a time. Each of
TCS those instances add up to what the brand has evolved to. It wasn’t always this way.
I remember a couple of decades ago, one of our teams ran a brand campaign
which labelled the company as: We are probably the largest IT company, you have
never heard of. As a marketer, I hated that line. Who wants to be the company no
one has heard of, far less say that with any pride. Fast forward to today, I recall
a conversation where I was talking to a C-suite leader whom I had just met at an
event fortuitously and I started talking about our company. He stopped me right in
my tracks and said, “You don’t have to tell me who TCS is. I am a runner. You guys
are the partner to the TCS New York Marathon and tons of others across the world,
I don’t just know who you are, but in fact I love your company!” In a nutshell, that
represents the growth in our brand’s awareness, preference and value over the
past decade and it is so gratifying to see. Probably one of the best brand and ad
campaigns in history is
the Avis one, where the car rental company stated, “We are number 2, we try
harder.” TCS, similarly has only one more place to go up in our industry brand
rankings, we will keep investing and working on stronger marketing initiatives in
the days and years ahead. We will keep trying harder.
Cooperating with other companies is key in this fragmented world – the

theme of the World Economic Forum 2023... Are there any collaborations
you are excited about?
One hundred percent. We are living in a world of eco-systems, where no
company, no industry nor any country can face alone the challenges that lie ahead
or implement just by themselves an agenda of progressive change. TCS has the
privilege of being in a network centrality position, wherein we are the strategic
digital partner to over 1,200 of the world’s leading companies in every sector,
working side by side on their transformation and innovation agenda. The work
that our technology teams do with these clients every day on Artificial Intelligence,
Blockchain, IoT, Biotech, Edge computing, Robotics, Climate tech and so many
other frontiers is fascinating and is literally bringing forth the future. As just one
example, a new collaboration we started in 2022 was to become the main partner
to the Jaguar TCS Racing team on the Formula E-Circuit. One of the most critical
transitions that our planet needs to make over the coming decade is on the climate
front, decarbonising our world and moving to renewable energy. A key part of that
transition is going to be electric mobility. Our expert teams are working closely with
Jaguar Land Rover to power their transition into fully electric fleets, by leveraging
new technologies.

Interview with Abhinav Kumar.
By joining this team, we wanted to support a sport that Sustainable Planet theme at our reception there,
was not just leading the way ahead in sustainability but which will use advanced augmented reality projection
also has become a testbed for innovations in electric to create sky, forest and ocean environments in
batteries, materials recycling, and green logistics. harmonious balance.
This has fast become one of our most exciting new
partnerships, and along with the Jaguar team, we have
toured tradeshows and events across the world last TCS has built quite a portfolio of marathon
year, from Florida to Paris to Australia, talking about the sponsorships. Can you tell us the strategy
future innovations to come and in turn inspiring many and vision for the marathon sponsorships?
of our own clients. I can never overemphasise the importance that our
marathons sponsorships portfolio has on our brand
What role do you hope TCS can play in terms of and in creating a culture of wellness inside our
sustainability and the climate change challenge? company and in our communities. We proudly partner
Making a concerted move to a zero-carbon planet and with 14 running properties across the world, including
protecting our dwindling biodiversity, is going to be the the TCS New York City Marathon, the TCS Amsterdam
most crucial change that our generation will be working marathon and many others. We further strengthened
on. If you look at the World Economic Forum’s global this portfolio this year by adding in new partnerships
risks report, which was released this week, 50% of the with the TCS London marathon and the TCS Toronto
Top 10 short term risks and 60% of the longer-term Waterfront Marathon. These partnerships serve multiple
ones are all related to the environment. We take the purposes for us. They help boost our brand at a city
responsibility we have very seriously at TCS and have level is some of the world’s foremost business hubs,
pledged to be Net Zero by 2030, eliminating single use and at a global level though direct TV broadcasts
plastics, moving to renewable sources of energy and of these events which reach 2 billion households. It
towards zero landfills and water waste. strengthens our relationships with our clients, 4,000 of
whom participate in these races, as do over 10,000 of
Leading from the front, our Asia Pacific operations have our own employees.
already attained Net Zero ahead of its 2025 target, and
Europe moved to carbon neutrality last year. Besides Over 200,000 of TCS colleagues are now active
making the change internally, TCS is also working with runners of different distances, something which has
a range of clients to leverage digital technologies to helped boost wellness and health in our sector, which
help meet their own net zero commitments. Some has historically been beset by sedentary lifestyles and
of our new solutions are already starting to make a all the health issues those entrail.
big difference.
These events also allow us to showcase our
TCS CleverEnergy™ uses AI, IoT and machine technology prowess, with most of the official marathon
learning to optimise the carbon footprint of commercial mobile apps being developed by TCS and adding new
buildings and factories, an area that accounts for features every year. The TCS New York Marathon was
a third of all emissions. Recently, it helped a North able to live broadcast the race through the mobile app
American pharmacy chain to bring down emissions this year, a world first. Our teams also have activated
across its chain of stores by 26%. TCS Envirozone™ many exciting showcases using augmented reality,
helps organisations measure progress on the UN’s virtual reality, data analytics and other fronts. Given
Sustainable Development Goals (SDGs) across their that most of these marathons are the foremost sporting
supply chain. TCS Digifleet™ is helping logistics firms event for the cities that host them, TCS’ long-term
reduce fuel consumption and their emissions by better support for them also helps us give back to the cities
route planning and optimisation. and communities we operate in, which is so central to
the values and DNA of our group and our brand.
These are just some examples of the growing set
of solutions in our stables. Our marketing teams Ultimately, building a brand is like a marathon, you
have also worked with the Council for Responsible need to have a map, a plan of action, determination,
Sports to create ReScore, a first of its kind app, that consistency, discipline, be in it for the long haul and
helps sporting events bring down their environment most of all – you must start with a belief that you can
footprints. We have made this app available, for free, achieve what you are setting out to do. We have made
to all organisations, to help create scalable impact a great run over the past 10 or so years that we got into
on this front. At Davos this year, we are highlighting the marathons game, but I believe there is a long run
the need for collaboration on climate action, by the ahead and the best is yet to come.

Brand Value Ranking (USDm).
The world's top 500 most valuable brands 1-50
2023 Brand 2022 2023 2022
2023 2022 Brand Value Brand Brand Brand
Rank Rank Brand Country Sector Value Change Value Rating Rating
1 2 2 Amazon United States Retail $299,280 -14.6% $350,273 AAA AAA+
2 1 1 Apple United States Tech $297,512 -16.2% $355,080 AAA- AAA
3 3 0 Google United States Media $281,382 +6.8% $263,425 AAA+ AAA+
4 4 0 Microsoft United States Tech $191,574 +4.0% $184,245 AAA AAA
5 5 0 Walmart United States Retail $113,781 +1.7% $111,918 AA+ AAA-
6 6 0 Samsung Group South Korea Tech $99,659 -7.1% $107,284 AAA- AAA-
7 8 2 ICBC China Banking $69,545 -7.4% $75,119 AAA AAA+
8 10 2 Verizon United States Telecoms $67,443 -3.2% $69,639 AA+ AAA-
9 28 2 Tesla United States Automobiles $66,207 +43.9% $46,010 AAA- AA+
10 18 2 TikTok/Douyin China Media $65,696 +11.4% $58,980 AAA- AA+
11 17 2 Deutsche Telekom Germany Telecoms $62,928 +4.6% $60,169 AA+ AAA-
12 11 1 China Construction Bank China Banking $62,681 -4.4% $65,547 AAA AAA
13 20 2 Home Depot United States Retail $61,053 +8.4% $56,312 AA+ AAA-
14 7 1 Facebook United States Media $58,971 -41.7% $101,201 AAA- AA+
15 16 2 State Grid China Utilities $58,846 -2.2% $60,175 AAA AAA
16 15 1 Mercedes-Benz Germany Automobiles $58,797 -3.2% $60,760 AAA- AAA-
17 14 1 Agricultural Bank Of China China Banking $57,691 -7.0% $62,031 AAA- AAA
18 29 2 Starbucks United States Restaurants $53,432 +16.9% $45,699 AAA AAA
19 12 1 Toyota Japan Automobiles $52,493 -18.3% $64,283 AAA AAA
20 13 1 WeChat China Media $50,247 -19.3% $62,303 AAA+ AAA+
21 32 2 Moutai China Spirits $49,743 +15.9% $42,905 AAA+ AAA
22 26 2 AT&T United States Telecoms $49,614 +5.5% $47,009 AA AA
23 19 1 Disney United States Media $49,508 -13.2% $57,059 AAA AAA+
24 30 2 Allianz Group Germany Insurance $48,351 +7.0% $45,204 AA+ AAA-
25 23 1 Shell United Kingdom Oil & Gas $48,209 -3.4% $49,925 AA+ AAA-
26 47 2 Instagram United States Media $47,439 +41.7% $33,483 AAA+ AAA+
27 24 1 Bank of China China Banking $47,336 -4.5% $49,553 AAA AAA
28 40 2 Costco United States Retail $46,571 +24.2% $37,501 AA+ AAA-
29 31 2 Aramco Saudi Arabia Oil & Gas $45,227 +3.6% $43,637 AA+ AA
30 21 1 Ping An China Insurance $44,698 -17.8% $54,354 AA+ AAA-
31 9 1 Huawei China Tech $44,292 -37.8% $71,233 AAA- AAA-
32 34 2 China Mobile China Telecoms $43,382 +6.1% $40,903 AAA- AAA-
33 39 2 BMW Germany Automobiles $40,367 +6.4% $37,945 AAA- AAA-
34 43 2 accenture United States Tech $39,867 +10.2% $36,190 AAA AAA
35 57 2 Oracle United States Tech $39,574 +35.9% $29,121 AA+ AA
36 41 2 Bank of America United States Banking $38,647 +5.2% $36,719 AA+ AA+
37 27 1 Tencent China Media $38,059 -18.4% $46,653 AAA- AAA-
38 50 2 UnitedHealthcare United States Healthcare Services $37,094 +12.6% $32,946 AA+ AA+
39 36 1 McDonald's United States Restaurants $36,863 -7.2% $39,721 AAA- AAA
40 46 2 Porsche Germany Automobiles $36,759 +9.0% $33,713 AAA AAA
41 35 1 NTT Group Japan Telecoms $36,591 -10.1% $40,691 AA AA+
42 38 1 UPS United States Logistics $35,400 -8.1% $38,533 AA+ AAA-
43 37 1 Mitsubishi Group Japan Automobiles $34,962 -10.8% $39,203 AA- AA-
44 42 1 Marlboro United States Tobacco $34,741 -4.2% $36,278 AA+ AA+
45 54 2 Deloitte United States Commercial Services $34,514 +15.8% $29,811 AAA+ AAA+
46 63 2 American Express United States Commercial Services $34,078 +25.1% $27,248 AA+ AA+
47 33 1 Volkswagen Germany Automobiles $33,958 -17.3% $41,046 AA+ AAA-
48 44 1 Coca-Cola United States Soft Drinks $33,468 -5.4% $35,379 AAA+ AAA+
49 53 2 Wells Fargo United States Banking $32,970 +9.7% $30,054 AA AA
50 62 2 CSCEC China Engineering & Construction $31,897 +16.5% $27,386 AA+ AA

Brand Value Ranking.

2023 Brand 2022 2023 2022
51 58 2 J.P. Morgan United States Banking $31,807 +10.1% $28,888 AA+ AAA-
52 48 1 Lowe's United States Retail $31,597 -5.4% $33,392 AA+ AAA-
53 52 1 Chase United States Banking $31,332 +3.9% $30,148 AA+ AA
54 49 1 Nike United States Apparel $31,307 -5.6% $33,176 AAA- AAA-
55 75 2 Mitsui Japan Engineering & Construction $30,724 +26.3% $24,329 A+ A+
56 67 2 CVS United States Retail $30,567 +16.7% $26,185 AA AA
57 45 1 Citi United States Banking $30,551 -11.3% $34,443 AA+ AAA-
58 22 1 Taobao China Retail $30,539 -43.2% $53,762 AA+ AAA-
59 59 0 Wuliangye China Spirits $30,290 +5.4% $28,744 AAA+ AAA
60 79 2 YouTube United States Media $29,710 +24.4% $23,891 AAA+ AAA+
61 55 1 PetroChina China Oil & Gas $29,647 +0.0% $29,656 AA AA
62 65 2 VISA United States Commercial Services $29,575 +9.2% $27,089 AAA- AAA-
63 68 2 FedEx United States Logistics $28,854 +10.9% $26,012 AA+ AA+
64 51 1 Xfinity United States Telecoms $28,754 -8.0% $31,263 AA AA
65 60 1 Target United States Retail $27,599 -2.6% $28,342 AAA- AAA-
66 25 1 Tmall China Retail $27,429 -44.2% $49,182 AA AA+
67 72 2 Hyundai Group South Korea Automobiles $27,253 +9.1% $24,971 AA+ AA
68 70 2 Sinopec China Oil & Gas $27,145 +7.9% $25,165 AA+ AA+
69 78 2 Tata Group India Engineering & Construction $26,381 +10.3% $23,920 AAA- AAA-
70 81 2 Louis Vuitton France Apparel $26,290 +12.2% $23,426 AAA AAA
71 89 2 IBM United States Tech $26,156 +22.3% $21,383 AAA- AA+
72 82 2 EY United Kingdom Commercial Services $25,701 +10.6% $23,248 AAA+ AAA+
73 83 2 PWC United States Commercial Services $25,332 +9.3% $23,171 AAA AAA
74 88 2 Mastercard United States Commercial Services $24,847 +16.0% $21,425 AAA- AA+
75 74 1 China Merchants Bank China Banking $24,536 +0.7% $24,370 AA+ AA+
76 61 1 Honda Japan Automobiles $24,219 -14.2% $28,243 AAA- AAA-
77 56 1 Netflix United States Media $24,150 -17.9% $29,411 AAA AAA+
78 66 1 Cisco United States Tech $23,933 -10.0% $26,599 AA+ AAA-
79 71 1 Sumitomo Group Japan Trading Houses $23,884 -4.7% $25,050 A+ AA-
80 77 1 Spectrum United States Telecoms $23,329 -3.1% $24,083 AA AA
81 85 2 Uber United States Mobility $23,298 +2.1% $22,820 AA AA-
82 69 1 Intel United States Tech $22,936 -10.4% $25,612 AA+ AA+
83 87 2 Dell Technologies United States Tech $22,612 +1.8% $22,220 AA AA
84 73 1 SK Group South Korea Telecoms $22,539 -7.7% $24,421 AA AA+
85 90 2 Nestlé Switzerland Food $22,427 +7.7% $20,819 AAA- AAA
86 76 1 Ford United States Automobiles $22,267 -7.9% $24,178 AA+ AA+
87 93 2 TSMC China (Taiwan) Tech $21,564 +5.3% $20,474 AA+ AAA-
88 97 2 Walgreens United States Retail $21,560 +9.5% $19,686 AA+ AA+
89 86 1 Siemens Group Germany Engineering & Construction $ 21,412 -4.5% $22,430 AA+ AA+
90 91 2 LG Group South Korea Tech $21,261 +2.3% $20,792 AA+ AA+
91 106 2 SAP Germany Tech $21,095 +15.2% $18,309 AA AA
92 128 2 TotalEnergies France Oil & Gas $20,723 +37.4% $15,086 AA AA+
93 114 2 TD Canada Banking $20,404 +16.5% $17,513 AAA- AAA-
94 123 2 Optum United States Healthcare Services $20,127 +26.8% $15,873 AA- AA-
95 104 2 Anthem United States Healthcare Services $19,883 +6.8% $18,611 AA- AA-
96 109 2 HSBC United Kingdom Banking $19,851 +10.3% $18,005 AA AA
97 107 2 CREC China Engineering & Construction $19,776 +8.5% $18,232 AA+ AA
98 127 2 CHANEL France Apparel $19,386 +27.0% $15,260 AAA- AAA-
99 95 1 General Electric United States Engineering & Construction $19,349 -1.9% $19,725 AA+ AA+
100 111 2 Salesforce United States Tech $19,125 +6.7% $17,917 AA AA


2023 Brand 2022 2023 2022
101 96 1 CRCC China Engineering & Construction
102 64 1 JD.com China Retail
103 112 2 Bank of Communications China Banking
104 120 2 Goldman Sachs United States Banking
105 102 1 Orange France Telecoms
106 115 2 Capital One United States Banking
107 92 1 Pepsi United States Soft Drinks
108 80 1 China Life China Insurance
109 108 1 Gucci Italy Apparel
110 105 1 China Telecom China Telecoms
111 110 1 Lidl Germany Retail
112 113 2 KFC United States Restaurants
113 125 2 Boeing United States Aerospace & Defence
114 132 2 Chevron United States Oil & Gas
115 121 2 Postal Savings Bank China Banking
116 126 2 Santander Spain Banking
117 122 2 NVIDIA United States Tech
118 98 1 Vodafone United Kingdom Telecoms
119 101 1 BP United Kingdom Oil & Gas
120 146 2 Sam's Club United States Retail
121 119 1 HCA United States Healthcare Facilities
122 138 2 Humana United States Healthcare Services
123 94 1 Sony Japan Tech
124 141 2 Purina United States Food
125 116 1 IKEA Sweden Retail
126 117 1 AXA France Insurance
127 103 1 PayPal United States Commercial Services
128 130 2 Adidas Germany Apparel
129 118 1 Bosch Germany Engineering & Construction
130 188 2 LinkedIn United States Media
131 124 1 CPIC China Insurance
132 150 2 AIA China (Hong Kong) Insurance
133 154 2 KPMG Netherlands Commercial Services
134 100 1 RBC Canada Banking
135 - 3 CATL China Tech
136 148 2 Airbus France Aerospace & Defence
137 161 2 Morgan Stanley United States Banking
138 159 2 ADNOC UAE Oil & Gas
139 152 2 Tesco United Kingdom Retail
140 145 2 Hermès France Apparel
141 149 2 GEICO United States Insurance
142 140 1 Audi Germany Automobiles
143 163 2 JR Japan Logistics
144 142 1 7-Eleven Japan Retail
145 153 2 Vanke China Real Estate
146 131 1 Hitachi Japan Engineering & Construction
147 220 2 Christian Dior France Apparel
148 214 2 Equinor Norway Oil & Gas
149 - 3 ALDI Süd Germany Retail
150 158 2 Infosys India Tech


2023 Brand 2022 2023 2022
151 201 2 S&P Global United States Commercial Services
152 137 1 Adobe United States Tech
153 147 1 Johnson & Johnson United States Pharma
154 143 1 Petronas Malaysia Oil & Gas
155 157 2 China CITIC Bank China Banking
156 162 2 Cartier France Apparel
157 182 2 Yili China Food
158 174 2 Barclays United Kingdom Banking
159 184 2 STC Saudi Arabia Telecoms
160 155 1 Universal United States Media
161 176 2 ExxonMobil United States Oil & Gas
162 173 2 L'Oréal France Cosmetics
163 156 1 Sber Russia Banking
164 169 2 Scotiabank Canada Banking
165 204 2 Publix United States Retail
166 177 2 DHL Germany Logistics
167 175 2 Progressive United States Insurance
168 172 2 Carrefour France Retail
169 208 2 PICC China Insurance
170 166 1 Hilton United States Hotels
171 144 1 Enel Italy Utilities
172 165 1 EDF France Utilities
173 181 2 Chubb United States Insurance
174 213 2 Allstate United States Insurance
175 164 1 BNP Paribas France Banking
176 217 2 Power China China Engineering & Construction
177 252 2 Caterpillar United States Engineering & Construction
178 185 2 Industrial Bank China Banking
179 134 1 Shanghai Pudong Development Bank China Banking
180 238 2 Lay's United States Food
181 151 1 ZARA Spain Apparel
182 129 1 SoftBank Japan Telecoms
183 133 1 Nissan Japan Automobiles
184 187 2 Metlife United States Insurance
185 190 2 Woolworths Australia Retail
186 180 1 Canada Life Canada Insurance
187 197 2 BMO Canada Banking
188 255 2 John Deere United States Engineering & Construction
189 139 1 au Japan Telecoms
190 168 1 NetEase China Media
191 243 2 Rolex Switzerland Apparel
192 221 2 Circle K Canada Retail
193 234 2 DBS Singapore Banking
194 211 2 Dollar General United States Retail
195 192 1 Etisalat by e& UAE Telecoms
196 - 3 Rewe Germany Retail
197 167 1 Sky United Kingdom Telecoms
198 186 1 Midea China Tech
199 346 2 BYD China Automobiles
200 202 2 Fox United States Media


2023 Brand 2022 2023 2022
201 218 2 Honeywell United States Engineering & Construction
202 225 2 Truist United States Banking
203 215 2 PNC United States Banking
204 230 2 Vinci France Engineering & Construction
205 170 1 Meituan China Retail
206 193 1 eni Italy Oil & Gas
207 84 1 Alibaba.com China Retail
208 189 1 China Everbright Bank China Banking
209 226 2 Panasonic Japan Tech
210 210 0 UBS Switzerland Banking
211 254 2 Capgemini France Tech
212 179 1 LIC India Insurance
213 209 1 ING Netherlands Banking
214 195 1 Yahoo! Group Japan Tech
215 196 1 Lockheed Martin United States Aerospace & Defence
216 - 3 Prudential Plc China (Hong Kong) Insurance
217 160 1 H&M Sweden Apparel
218 245 2 Engie France Utilities
219 228 2 Travelers United States Insurance
220 212 1 NBC United States Media
221 205 1 Intesa Sanpaolo Italy Banking
222 191 1 U.S. Bank United States Banking
223 194 1 HP United States Tech
224 - 3 CHINA ENERGY China Engineering & Construction
225 178 1 Lexus Japan Automobiles
226 183 1 MUFG Japan Banking
227 259 2 Brookfield Canada Banking
228 171 1 Chevrolet United States Automobiles
229 264 2 Danone France Food
230 293 2 Kroger United States Retail
231 290 2 Delta United States Airlines
232 136 1 Country Garden China Real Estate
233 249 2 CNBM China Engineering & Construction
234 227 1 Viettel Vietnam Telecoms
235 - 3 Decathlon France Retail
236 275 2 Telstra Australia Telecoms
237 398 2 ConocoPhillips United States Oil & Gas
238 232 1 booking.com United States Leisure & Tourism
239 135 1 Volvo Sweden Automobiles
240 287 2 Asda United Kingdom Retail
241 297 2 Tyson United States Food
242 335 2 Itaú Brazil Banking
243 304 2 Aetna United States Healthcare Services
244 229 1 Cognizant United States Tech
245 216 1 Sephora France Retail
246 268 2 Qualcomm United States Tech
247 300 2 Standard Chartered United Kingdom Banking
248 239 1 Generali Group Italy Insurance
249 237 1 E.Leclerc France Retail
250 358 2 American Airlines United States Airlines


2023 Brand 2022 2023 2022
251 251 0 Union Pacific United States Logistics
252 332 2 Philips Netherlands Pharma
253 223 1 Roche Switzerland Pharma
254 257 2 Longfor Properties China Real Estate
255 207 1 UNIQLO Japan Apparel
256 198 1 Pinduoduo China Retail
257 459 2 Xinghuacun Fen Wine China Spirits
258 244 1 BASF Germany Chemicals
259 231 1 TJ Maxx United States Retail
260 246 1 CIBC Canada Banking
261 272 2 Merrill United States Banking
262 383 2 Kia South Korea Automobiles
263 260 1 SF Express China Logistics
264 349 2 Broadcom United States Tech
265 274 2 MCC China Engineering & Construction
266 261 1 Bell Canada Telecoms
267 265 1 Poly Development China Real Estate
268 235 1 Canon Japan Tech
269 282 2 Xbox United States Tech
270 241 1 Medtronic United States Pharma
271 - 3 WhatsApp United States Media
272 256 1 Gree China Tech
273 206 1 Japan Post Holdings Japan Logistics
274 310 2 Discover United States Banking
275 322 2 China Resources Land China (Hong Kong) Real Estate
276 298 2 China Overseas Land & Invest China (Hong Kong) Real Estate
277 270 1 Michelin France Tyres
278 273 1 CCCC China Engineering & Construction
279 329 2 Warner Bros United States Media
280 222 1 Nokia Finland Tech
281 - 3 Edeka Germany Retail
282 416 2 United Airlines United States Airlines
283 266 1 Poste Italiane Italy Insurance
284 295 2 Luzhou Laojiao China Spirits
285 278 1 Cigna United States Healthcare Services
286 302 2 Enterprise United States Mobility
287 285 1 Haier China Tech
288 247 1 3M United States Tech
289 334 2 Commonwealth Bank Australia Banking
290 305 2 QNB Qatar Banking
291 253 1 Telus Canada Telecoms
292 294 2 CarMax United States Retail
293 347 2 Movistar Spain Telecoms
294 240 1 PlayStation Japan Tech
295 317 2 Heineken Netherlands Beers
296 316 2 BNSF United States Logistics
297 289 1 Sysco United States Commercial Services
298 263 1 Sherwin-Williams United States Chemicals
299 269 1 Airtel India Telecoms
300 203 1 China Minsheng Bank China Banking


2023 Brand 2022 2023 2022
301 378 2 Lego Denmark Toys
302 331 2 Tiffany & Co United States Apparel
303 312 2 Corona Extra Mexico Beers
304 258 1 Ferrari Italy Automobiles
305 199 1 Xiaomi China Tech
306 477 2 Maersk Denmark Logistics
307 280 1 Zurich Switzerland Insurance
308 401 2 NatWest United Kingdom Banking
309 283 1 CBS United States Media
310 236 1 Reliance India Oil & Gas
311 296 1 Domino's Pizza United States Restaurants
312 279 1 State Bank of India India Banking
313 288 1 Coles Australia Retail
314 314 0 Kellogg's United States Food
315 307 1 Fresenius Germany Pharma
316 200 1 Land Rover United Kingdom Automobiles
317 262 1 Estée Lauder United States Cosmetics
318 301 1 Quaker United States Food
319 364 2 Mahindra Group India Automobiles
320 306 1 Subway United States Restaurants
321 353 2 Taco Bell United States Restaurants
322 470 2 ADP United States Commercial Services
323 361 2 Evernorth United States Healthcare Services
324 303 1 Bridgestone Japan Tyres
325 250 1 Greenland China Real Estate
326 320 1 Red Bull Austria Soft Drinks
327 374 2 AMD United States Tech
328 233 1 ESPN United States Media
329 395 2 McKesson United States Healthcare Services
330 342 2 Yanghe China Spirits
331 341 2 Hikvision China Tech
332 319 1 HDFC Bank India Banking
333 357 2 Monster United States Soft Drinks
334 351 2 Northrop Grumman United States Aerospace & Defence
335 276 1 Bouygues France Engineering & Construction
336 495 2 Suzuki Japan Automobiles
337 355 2 Spotify Sweden Media
338 381 2 3 United Kingdom Telecoms
339 336 1 Subaru Japan Automobiles
340 242 1 Baidu China Media
341 405 2 Budweiser United States Beers
342 356 2 Lloyds Bank United Kingdom Banking
343 326 1 BBVA Spain Banking
344 330 1 Nivea Germany Cosmetics
345 410 2 PTT Thailand Oil & Gas
346 386 2 Blackrock United States Banking
347 318 1 Gillette United States Cosmetics
348 291 1 CRRC China Engineering & Construction
349 369 2 HCLTech India Tech
350 327 1 Pall Mall United States Tobacco


2023 Brand 2022 2023 2022
351 449 2 Dove United Kingdom Cosmetics
352 370 2 Coupang South Korea Retail
353 339 1 Lenovo China Tech
354 403 2 Danaher United States Engineering & Construction
355 323 1 L&M United States Tobacco
356 377 2 Swisscom Switzerland Telecoms
357 281 1 China Post China Logistics
358 328 1 HPE United States Tech
359 - 3 Hennessy France Spirits
360 365 2 Guerlain France Cosmetics
361 315 1 VMWARE United States Tech
362 - 3 LSEG United Kingdom Commercial Services
363 430 2 COACH United States Apparel
364 321 1 Daiwa House Japan Engineering & Construction
365 390 2 Munich Re Germany Insurance
366 439 2 Servicenow United States Tech
367 284 1 TIM Italy Telecoms
368 393 2 Haitian China Food
369 350 1 Wipro India Tech
370 267 1 20th Television United States Media
371 371 0 AutoZone United States Retail
372 352 1 Pfizer United States Pharma
373 271 1 Rabobank Netherlands Banking
374 375 2 Prudential (US) United States Insurance
375 363 1 Daikin Japan Engineering & Construction
376 248 1 eBay United States Retail
377 402 2 Saint-Gobain France Engineering & Construction
378 407 2 Mengniu China Food
379 - 3 Tim Hortons Canada Restaurants
380 413 2 Safeway United States Retail
381 388 2 Hyatt United States Hotels
382 485 2 Wendy's United States Restaurants
383 387 2 Raytheon United States Aerospace & Defence
384 219 1 Renault France Automobiles
385 428 2 E.ON Germany Utilities
386 344 1 Nescafé Switzerland Soft Drinks
387 400 2 McKinsey United States Commercial Services
388 - 3 Burger King United States Restaurants
389 - 3 Chow Tai Fook China (Hong Kong) Apparel
390 476 2 Glencore Switzerland Mining, Metals & Minerals
391 362 1 Mercadona Spain Retail
392 - 3 Bud Light United States Beers
393 366 1 FIS United States Tech
394 479 2 MSCI United States Commercial Services
395 338 1 Activision Blizzard United States Media
396 389 1 Pizza Hut United States Restaurants
397 313 1 Best Buy United States Retail
398 462 2 Bloomberg United States Commercial Services
399 409 2 CNRL Canada Oil & Gas
400 376 1 Swiss Re Switzerland Insurance


2023 Brand 2022 2023 2022
401 359 1 Marubeni Japan Trading Houses
402 437 2 Geely China Automobiles
403 - 3 AIG United States Insurance
404 414 2 Jeep United States Automobiles
405 497 2 Merck & Co United States Pharma
406 - 3 Cardinal Health United States Healthcare Services
407 292 1 Manulife Canada Insurance
408 277 1 ABC United States Media
409 - 3 Al-Rajhi Bank Saudi Arabia Banking
410 424 2 Goertek China Tech
411 333 1 Credit Suisse Switzerland Banking
412 - 3 O'Reilly Auto Parts United States Retail
413 454 2 Wrigley United States Food
414 404 1 AstraZeneca United Kingdom Pharma
415 484 2 Conad Italy Retail
416 - 3 Airbnb United States Leisure & Tourism
417 397 1 Crédit Agricole France Banking
418 498 2 Centene Corporation United States Healthcare Services
419 468 2 UOB Singapore Banking
420 325 1 Gazprom Russia Oil & Gas
421 435 2 O2 United Kingdom Telecoms
422 - 3 Lululemon Canada Apparel
423 418 1 Claro Mexico Telecoms
424 464 2 Cummins United States Engineering & Construction
425 385 1 Fubon Bank China (Taiwan) Insurance
426 433 2 Sainsbury's United Kingdom Retail
427 419 1 Bayer Germany Pharma
428 455 2 JD Sports United Kingdom Retail
429 438 2 IQVIA United States Healthcare Services
430 299 1 Aviva United Kingdom Insurance
431 427 1 CDW United States Retail
432 - 3 BCG United States Commercial Services
433 309 1 CNOOC China Oil & Gas
434 406 1 LENNAR United States Engineering & Construction
435 482 2 OCBC Bank Singapore Banking
436 384 1 ASML Netherlands Tech
437 412 1 Marshalls United States Retail
438 - 3 KBC Belgium Banking
439 345 1 Pampers United States Household Products
440 451 2 Jio India Telecoms
441 - 3 Tractor Supply United States Retail
442 399 1 Whole Foods United States Retail
443 372 1 Haval China Automobiles
444 - 3 NAB Australia Banking
445 466 2 Electronic Arts United States Media
446 411 1 D.R. Horton United States Engineering & Construction
447 - 3 Chunghwa China (Taiwan) Telecoms
448 - 3 Ferguson United States Engineering & Construction
449 354 1 Micron Technology United States Tech
450 473 2 General Dynamics United States Aerospace & Defence


2023 Brand 2022 2023 2022
451 443 1 Tide United States Household Products
452 286 1 BHP Australia Mining, Metals & Minerals
453 452 1 BAE Systems United Kingdom Aerospace & Defence
454 - 3 Lancôme France Cosmetics
455 460 2 CJ Group South Korea Food
456 - 3 Chipotle United States Restaurants
457 360 1 Lukoil Russia Oil & Gas
458 496 2 ANZ Australia Banking
459 446 1 Kaufland Germany Retail
460 445 1 Charles Schwab United States Banking
461 - 3 Schneider Electric France Engineering & Construction
462 461 1 Emirates UAE Airlines
463 469 2 USPS United States Logistics
464 429 1 Nordea Sweden Banking
465 - 3 Bradesco Brazil Banking
466 394 1 BT United Kingdom Telecoms
467 - 3 Crédit Mutuel France Banking
468 415 1 Abbott United States Pharma
469 - 3 Thermo Fisher Scientific United States Tech
470 - 3 Dai-Ichi Life Japan Insurance
471 480 2 AmerisourceBergen United States Healthcare Services
472 380 1 Cadillac United States Automobiles
473 440 1 CITIC Securities China Banking
474 - 3 SLB United States Oil & Gas
475 308 1 Rakuten Japan Retail
476 457 1 Tokio Marine Japan Insurance
477 481 2 Société Générale France Banking
478 432 1 Gatorade United States Soft Drinks
479 - 3 CaixaBank Spain Banking
480 - 3 Mizuho Financial Group Japan Banking
481 - 3 Banco do Brasil Brazil Banking
482 - 3 GS Group South Korea Food
483 - 3 Blackstone United States Banking
484 483 1 Dunkin' United States Restaurants
485 491 2 Valero United States Oil & Gas
486 499 2 Burberry United Kingdom Apparel
487 417 1 Larsen & Toubro India Engineering & Construction
488 408 1 McLane United States Logistics
489 373 1 Clinique United States Cosmetics
490 - 3 Prada Italy Apparel
491 - 3 Puma Germany Apparel
492 - 3 Phillips 66 United States Oil & Gas
493 343 1 Nissay/Nippon Life Insurance Japan Insurance
494 493 1 SABIC Saudi Arabia Chemicals
495 472 1 Dish Network United States Media
496 467 1 Southwest Airlines United States Airlines
497 434 1 McCain Canada Food
498 487 1 Hua Xia Bank China Banking
499 441 1 ABB Switzerland Engineering & Construction
500 368 1 Repsol Spain Oil & Gas

Insights.
Why Should I Value My Brand?
It's one of the most frequently asked brand strategy questions: when, why and how
should I value a brand?
We love to answer this question, because it gets to the heart of why brand valuation
is important and the difference that brand value can make to your business.
There is a multitude of reasons to value a brand, ranging from technical to applied, from
marketing to finance, and everywhere in between. Regardless of the discipline, it is crucial
to centre the conversation and base any strategic branding decisions on hard data.
Your brand exists to differentiate and elevate your business. Measuring and valuing
its performance should be done with the intention of understanding how you can
Alex Haigh
leverage one of your most important assets to further your business goals, in the
Managing Director,
short and long term. In this article, we are going to explore six of the most common
Brand Finance Asia Pacific
brand valuation applications for brand strategy.
1. Brand Tracking
It is essential for any brand manager to identify the period-to-period performance of
their brands. The identification of changes in brand equity and brand value allows for
quick action that can correct or improve performance.
Most companies will track the performance of their brands in one way or another.
One of the most commonly tracked metrics is 'Net Promoter Score' (NPS). On top
of this, brand managers will often be monitoring a whole host of other brand equity
measures (awareness, familiarity, consideration, recommendation etc...), and
bottom-line performance.
To effectively track all of a brand's attributes requires expert ability in market

research, communications, finance, HR, insights and analytics. Brand Valuation
combines data on all of these areas, prioritises them, and provides financial numbers
which are intelligible across the business. Indeed, this principle is how we arrived at
our strapline "Bridging the Gap between Marketing and Finance".
Many senior managers have noticed a paradox in how

firms perceive marketing. On the one hand, every chief
executive and mission statement puts marketing at the
very top of the agenda … At the same time, marketing
professionals, marketing departments and marketing
education are not highly regarded … The paradox will
never be resolved until marketing professionals justify
marketing strategies in relevant financial terms.
Peter Doyle
Former Professor of Marketing at Warwick University

Period-to-period tracking helps to expose the brand Brand Valuations are the natural extension to the
attributes that are under or overperforming. Using more short-term Marketing Mix Models and can (read:
brand valuation, you can start to expose the real should) be used concurrently, if data allows it.
financial impact of changes to key brand attributes.
Conducting scenario analysis on the assumptions in
For example, between tracking periods, a company a valuation can be used as a dynamic tool to identify
may invest in an advertising campaign to address the return on investment of specific activities such as
shortcomings in brand awareness. When the brand is improving the customer journey experience, updating
assessed and valued again, awareness has improved, visual identity or improving brand management
and brand value has also improved. By measuring processes.
the brand value difference we are able to put a dollar
figure on the return on marketing investment from the 3. Brand Architecture and Brand Transition
awareness campaign. Strategy
Brand Valuation also helps identify and inform whether
Brand trackers then become a strong tool for you should increase or decrease the number of brands
communicating the development of the brand and its you use, often referred to as a brand portfolio.
attributes to other internal stakeholders - especially in
marketing efficacy and budget discussions. When valuing a brand portfolio you are testing each
available brand through the impact of their strength on
Over 100 businesses use our in-depth reports to identify business performance. This enables you to review and
how brand value and strength is changing and the track the impact of individual brands on the wider portfolio.
underlying reasons for those changes and over 300
report our valuations in their annual reports. Even more, As well as the effects of brand equity, the analysis
businesses use other providers so the use of brand allows you to understand what brand-building activities
valuation is endemic among marketing and brand are driving awareness to and brand perceptions of the
departments worldwide and growing in importance. overall group.
2. Marketing Budget Allocation and Return on When working with Vodafone throughout the mid-
Marketing Investment (ROMI) 2000s, as it forged its place as the preeminent global
When you are able to demonstrate how much value telecoms brand, we developed a structured approach
you are generating through your current branding for each stage of the brand architecture strategy
initiatives, you can determine if you are either over or process and have continued to develop the process up
under-allocating investment in the brand. to today.
Valuations can be used to identify what value of an This process identified how strong the benefit of
investment is likely to be necessary to keep value rebranding to Vodafone could be for the local brands,
topped-up. After analysing the importance of brands which enabled a prioritisation process to take place
versus other assets (by comparing their relative values), over which local brands to transition first.
management teams can allocate the appropriate
proportion of investment to brand building activities. Following this came the brand transition planning.
Brand transition strategy and brand architecture
Brands are built not only through promotion but also strategy are close cousins. Indeed, more often than
through product development, availability, price, not, one follows the other. For example, there may be a
customer service and many other factors. push from upper management to follow a 'Masterbrand'
strategy, which entails that any dud or acquired brands
Therefore a strong brand valuation approach is one will need to be transferred.
which identifies the relative importance of these
activities, allowing for appropriate segmentation of With any brand transition strategy, you will need to weigh
spend; between these different levers as well as the up the brand tactics, marketing tools, investment, and
various marketing channels available for promotion. time planning that will create the biggest uplift in value.

A successful brand transition strategy is one that ensures

the transfer of the existing brand equity to the new brand
while minimising the risk of customer value loss. A brand
valuation lens can help you model the financial impact of
the various transition strategies.
The cost of a slow transition for the benefit of

maintaining customer value is a consideration that
is often misunderstood or overlooked in favour of
quick action. And indeed, the opposite is also true,
sometimes a quick transition will improve business
performance.
So do you proceed with an overnight transition? Do

you adopt interim brand endorsements? How much
additional investment will be required to effectively
transfer brand equity? A brand valuation framework
enables teams to weigh up cost, time and activities
(such as endorsements) to complete the most
successful transition possible.
4. Sponsorship Analysis
Sponsorship evaluation is one activity that is
specifically suited to this type of analysis. Typically an
area that has focussed on size of coverage rather than
effect, there has been a general misunderstanding
about how its benefit should be identified.
The key question to ask when evaluating sponsorship

is not "How much would it cost as advertising?" but
rather "What is its benefit to our bottom line?" The
answer to the first question is effectively useless for
determining the ROI of the activity, while the second
gets straight to the point.
A valuation-based approach to sponsorship evaluation

provides a practical, logical and commercially driven
basis for assessment.
By following an approach that establishes links

between changes in brand equity, stakeholder
behaviour and ultimately business and brand value,
we gain a solid platform of insight to decide whether
to enter into - or continue with - sponsorship activities,
and how much to spend to activate them.
The ultimate benefit of this understanding is that it

provides true firepower at the negotiation table with
existing and potential sponsors, leading to better
results for less investment.

5. Brand Positioning Decisions 6. Franchising & Licensing Strategy

Faced with a decision on a change in positioning, Brands are frequently licenced both internally and to
many businesses consider the effects only through other companies through franchise or brand licencing
management hypotheses or market research. agreements.
Management hypotheses on the effects of a change In the late 1990s, we were approached by the United
in positioning are high level and untested, but due States Internal Revenue Service to provide a new
to hierarchies of power and experience, most brand approach to setting brand royalties that was grounded
managers accept these hypotheses at face value. in the identified commercial effects of brands, rather
than simply what had been paid for them in the past.
A brand valuation framework Using research analysis techniques, we identify

enables teams to weigh up the uplift in yearly revenue and profitability caused
by brand equity. The outputs of this analysis are
marketing cost, time and activities, always compelling, and provide a strong defense in
and model the returns in real negotiations.
financial terms.
Establishing the commercial reality of a brand’s
Market research is useful but can be risky if you impact on a business rather than relying on often
stop there. Strong market research programs will conservative perceptions or non-comparable
often include “Demand Drivers Analysis”. Demand agreements is a technique that is - and should more
Drivers Analysis allows you to identify what aspects, often be - used in licensing.
or “attributes”, a brand needs in order to drive brand
preference in a category.
The idea goes that the brand positioning which

maximises performance on the most important
attributes should be the option selected. Demand
Drivers Analysis is a fantastic start, but it is an
exercise that needs to be performed at a
segment level.
If you take a large multi-service bank, for example, the

factors that drive individual consumers to buy a credit
card will not be the same as those for a mortgage nor
will they be the same for a corporate customer trying to
find the provider for a new loan.
So if the positioning changes perceptions in different

ways in different segments, how do you decide
which segment to prioritise? Ultimately, this must be
done by weighing up the overall financial implication
to the business.
Most importantly, and fundamental to the discipline,

brand valuation enables you to identify what you
should be willing to spend on the change, knowing
that you should never spend more than you predict to
gain in value.

The following applications range from technical to applied, and sell – this true market not existing since the common
from marketing to finance, and everywhere in between: control gives incentives to buy internally.
1. Brand Impact Analysis Brands and other IP are assets that one party owns,
The most fundamental reason to conduct a valuation and another uses. In any third-party transaction, the
analysis is to find out how brands - that is, trademarks user would usually be expected to pay the owner for
and their associated intellectual property - improve the the privilege of use. Internally, the use by one group
financial performance of a business. Brands do this by company of IP owned by another group company
impacting the perceptions that customers, employees would therefore be a transaction just like any other and
and other relevant stakeholders. is usually covered by a licence agreement.
Finding out how brands contribute to revenue and profit A profit-seeking brand owner and its profit-seeking
and how their value stacks up in comparison to other brand user counterpart would both aim to maximise
assets is a fundamentally important piece of knowledge the return they receive from the deal partly through
to glean for various reasons. Through our rankings of forceful negotiation but also through the professional
the world's most valuable brands, we have found that management of processes for developing, protecting
brands consistently make up 20%-25% of the value of and exploiting the value inherent in its brand.
listed companies. This figure differs by type of business,
industry, segment, stage of life and many other factors Virgin, which owns its brand in a separate subsidiary, is a
so it's important to analyse specific brands and on a particularly clear case in point. Virgin does not own majority
segmented basis to glean out all the relevant information. stakes in most of its companies. Instead, it operates a
And it is relevant for many reasons. minority stake and brand licence model where management
identifies opportunities that will maximise royalties to
One principal reason is education. Many boards are the brand-owning company, while also developing and
simply unaware of the benefit that brand building can enhancing the brand to promote its other enterprises.
make to your business. Demonstrating these effects
can help build support for new measures to further It expects its licensees to invest in substantial amounts of
strengthen the positions of brands in decision-making. advertising, PR and other types of promotion but keeps
strategic control of the brand’s positioning and direction
Another reason is to benchmark your brand against its firmly under the remit of its brand owning subsidiary.
competitors, and through that process gain insight into
its performance. Knowing how much your brand impacts Tax authorities are increasingly recognising these
your business and why, and how this compares to other obvious value dynamics for brands and the need to
brands over time, can help guide brand management in capture the value they create for the benefit of their
the direction of the most value-generating activities. treasury. Valuing brands to take account of this new
fiscal compliance is therefore often essential.
The final reason is for income allocation and investment
planning. Knowing how much a brand is contributing to 3. Brand Damages & Litigation Support
a business and from where enables the internal brand As will generally be known, Trade Marks (or
team to be compensated adequately for their work. This Trademarks, depending on which side of the Atlantic
team will then be in a much better position to reinvest in you reside) relate to the signs, symbols, words,
segments, countries and products that will generate the shapes, colours and other signifiers that identify a
highest return in the future, maximising brand value. product or service, allowing the public to clearly and
precisely the subject matter of what they are procuring
2. Tax & Transfer Pricing or using. They are therefore the legal manifestation of
‘Transfer pricing’ refers to the practice of pricing transactions what would generally be called “brands”.
between companies within a commonly controlled group.
The concept is originally a management accounting one, Across the world, there acts prohibit the infringement of
used by companies to ensure that individual divisions profit trademarks, their unfair damage and their dilution (i.e. acts
maximise in the absence of a true market for what they buy which negatively impact on their distinctiveness). Damage

to a brand might have been caused for a variety of reasons

with the following being the most common: libel, slander
and defamation; improper use of the marks in question; and
confusion created by the use of an unlawfully similar mark.
The US Trademark Act (also known as the Lanham Act),

the Trade Marks Act in the UK and many other similar laws
around the world allow the damaged party recourse to
damages for some combination of the defendant’s profits, the
damaged party’s lost profits and the cost of any legal action.
In order to calculate these damages, some kind of

brand valuation exercise is necessary. This might
include royalty rate analyses, lost profits analysis,
unjust enrichment calculations, corrective advertising
calculations for example. In some cases, the business
analyst may even need to recreate a hypothetical
licencing or business structures to justify the "what-if"
scenario without the damaging behaviour.
4. M&A Due Diligence

Many companies boast impressive track records in
M&As, however, precedence is almost always given to
the “hard” factors, which relate to the financial, legal
and economic features of the deal.
The brand is one of the most valuable strategic assets a

company owns, yet often it is overlooked and remains an
afterthought in deal situations, even in the world's biggest
companies. However, examining and analysing brands
for due diligence can provide comfort to organisations
acquiring companies brands and other intangibles by
answering some of the following questions:
- Are we buying a good brand?

A brand evaluation process, identifying how well
a brand is known and perceived compared to its
competitors can help buyers determine how resilient
demand will be and how much growth to expect.
- Having acquired a new brand, what would be

the implications of rebranding it?
It can be important to quantify the strength and value
of the brand being acquired to assess both the positive
and negative implications of integrating, merging or
rebranding a target brand.
In fact, Brand Finance’s Global Rebrand and Architecture

Tracker (GReAT) report highlights that there can be significant
volatility in returns depending on the quality of the rebranding

process and the timing of the transaction. It is therefore These are examples of where things have gone
important to analyse trends and market research to predict spectacularly wrong. The problem of misinvestment
the ideal timing for transactions as well as brand transitions. is likely hampering all business’ performance on a
smaller scale. However, where done thoughtfully and
- How do we show our investment committee regularly, brand valuation and the valuation of other
potential brand uplift? intangible assets can be a powerful tool for measuring the
Valuations can also help identify any uplift in value and performance of investments and ensuring that value is
potential licensing and extension opportunities, given maintained and improved.
the strength of perceptions of the brand and its legal
protection in potential categories and markets. 6. Investor Reporting
Over 100 businesses use our in-depth reports every year
5. Fair Value Exercises to identify how brand value and strength is changing,
Under the accounting standard IFRS3, in force since and over 300 brands report our valuations in their annual
2003, companies using IFRS (which includes all publicly reports. Even more, businesses use other providers so the
traded European companies) are compelled to value all use of brand valuation is endemic among marketing and
of the intangible assets of any company they acquire – brand departments worldwide and growing in importance.
including brands. Every year, the acquired assets have
to be reviewed in case there should be an impairment Although there are movements that may lead to changes
to their value. In the US and other jurisdictions, the rules in accounting rules, for the time being internally generated
are also very similar in function. intangible assets (including brands) cannot be put formally
into a company’s financial accounts. However, they can be
Unfortunately, general practice has often been to misvalue placed as notes to the accounts and within the background
intangible assets under this standard. It is usually in the information included in the written copy in the main body of
interest of finance directors to reduce the value of identified annual reports.
intangibles and increase the share of value attributable to
Goodwill. It is also sometimes seen as a box-ticking exercise Survey after survey of finance, marketing and investor
by many resulting in poorly done valuations with little depth research professionals, we have found that there is
of data or analysis.The folly of treating it this way is shown strong demand for more information to be provided
well with the cases of both Carillion – an outsourcing firm – on the strength and value of intangible assets. With
and Kraft Heinz – a consumer goods firm. adequate information on the value of brands and other
intangible assets, investors are able to much more
For Carillion, inappropriate determination of the value clearly identify what lies underneath the overall business
of acquired intangible assets and a reluctance to value and justify the assumptions they are making about
impair them led to a total misrepresentation of their future performance.
performance, and ultimately bankruptcy.
For example, Ferrari promoted Brand Finance’s brand
When Kraft Heinz was purchased by the private equity valuation and strength analysis in their investor prospectus
firm 3G, the acquirer took the view – as it has on a for their IPO in 2015 in order to highlight the fact that it was a
number of other occasions – that the primary area to add luxury and lifestyle brand capable of transcending category
value would be through cost synergies. 3G expected to while maintaining demand and price for its cars. Judged by
create massive savings by cutting back on marketing and their price to earnings multiple and the growth in the value
product innovation since the brands were strong (when of their shares, it seems to have helped their success.
they were bought) and in a stable market.
Conclusions
As the winds of the industry changed and it became What shouldn't be lost sight of is that the brand exists to
more competitive, Kraft Heinz’s brands have weakened differentiate and elevate your business. Measuring and
and been outcompeted by new entrants. Not valuing its valuing its performance should be done with the intention
brands properly led to misinvestment which has now led of understanding how you can leverage one of your most
to massive loss of business value – in this case, a $15bn important assets to further your business goals, in the
impairment, the biggest impairment in corporate history. short and long term.

Communications
in Times of Crisis.
Effective communication is critically important in times of crisis. Whether it is a
natural disaster, a terrorist attack, or a public health crisis, clear and accurate
communication can mean the difference between life and death. It can also protect
the reputation and trust of a brand.
In a crisis situation, people turn to the media and other sources of information to
make decisions about their safety and well-being. If the information they receive
is unclear, conflicting, or incorrect, they may make decisions that put themselves
or others at risk. For example, during the recent COVID pandemic, some people
avoided going to hospitals because of incorrect information about the disease,
which led to a delay in diagnosis and treatment.
Cristina Campos
The nature of the situations that can jeopardise or compromise a brand are very
Managing Director,
diverse and need to be taken into account when designing a crisis communication
Brand Dialogue Spain
strategy. It is also important to identify the level of risk to the brand. Finally, the
agility of communications will be a key factor.
Clear and accurate communication is also important for protecting a brand's

reputation and trust. Crisis situations requires for leadership and guidance, and a
brand that is seen as providing reliable and trustworthy information can enhance its
reputation and build trust with its customers and stakeholders. On the other hand,
a brand that is seen as withholding information or providing inaccurate information
can damage its reputation and lose the trust of its customers and stakeholders.
One of the most famous examples of effective communication in a crisis is the

response of Johnson & Johnson to the Tylenol poisoning crisis in the 1980s. In
1982, seven people in the Chicago area died after taking Tylenol capsules that
had been laced with cyanide. Johnson & Johnson, the manufacturer of Tylenol,
immediately launched a comprehensive and transparent communication campaign
to inform the public about the situation and to ensure the safety of its products.
The company recalled all Tylenol capsules from the market, and provided clear
and accurate information to the media and the public about the steps it was taking
to address the situation. As a result of its effective communication, Johnson &
Johnson was able to protect the trust and reputation of its brand and maintain the
loyalty of its customers.
In conclusion, effective communication is critically important in times of crisis.

Identify the nature of the crisis situation and the level of risk for the brand is critical
to design the communications strategy.
Clear, accurate and agile communication can save lives and protect the reputation
and trust of a brand. Brands that are able to provide reliable and trustworthy
information in a crisis can enhance their reputation and build trust with their
customers and stakeholders.

Non-Customers
Like Strong Brands.
Regulators, investors, and suppliers all have a vested interest in dealing with
strong and reliable brands:
+ For regulators, strong and reliable brands are seen as a sign of a healthy and
well-functioning market, and can help to protect consumers and maintain the
integrity of the market.
+ For investors, strong and reliable brands are seen as a safe and profitable
investment, and can help to create value and generate returns.
+ For suppliers, strong and reliable brands are seen as a valuable partner, and
Savio D'souza can help to ensure a steady and profitable flow of business.
Head of EMEA,
One reason why regulators like to deal with strong and reliable brands is that
Brand Finance
they are seen as a sign of a healthy and well-functioning market. Regulators
are responsible for ensuring that markets operate efficiently and fairly, and that
consumers are protected from fraudulent or deceptive practices.
Strong and reliable brands are an important part of this, as they help to create
trust and confidence in the market, and can provide consumers with a degree of
protection against unscrupulous or unreliable companies.
For example, regulators often look to companies with strong and reliable brands
when approving new products or services. Companies with strong and reliable
brands are seen as more likely to comply with regulations and to provide high-
quality products and services. This can help to protect consumers from fraudulent
or deceptive practices, and can help to maintain the integrity of the market.
Another reason why regulators like to deal with strong and reliable brands is
that they can help to prevent market failures. Market failures can occur when
companies with weak or unreliable brands are able to enter the market and take
advantage of consumers. This can lead to a lack of competition, higher prices,
and lower quality products and services. Strong and reliable brands, on the other
hand, can help to create a competitive and dynamic market, and can help to
prevent market failures.

Non-Customers Like Strong Brands.
For investors, strong and reliable brands are also

seen as a safe and profitable investment. Investors
are looking for companies that are able to generate
consistent and sustainable returns, and strong
and reliable brands are an important part of this.
Companies with strong and reliable brands are able to
attract and retain customers, and can generate higher
levels of sales and profit. This can help to create value
and generate returns for investors.
For example, investors often look to companies with

strong and reliable brands when making investment
decisions. Companies with strong and reliable brands
are seen as more likely to be successful in the long
term, and can provide investors with a degree of
protection against risk. This can help to create a
stable and profitable investment environment, and can
help to generate returns for investors.
Another reason why investors like to deal with

strong and reliable brands is that they can help to
create value through brand equity. Brand equity is
the value that a brand adds to a company, and can
be measured by factors such as customer loyalty,
customer satisfaction, and customer trust.Strong and
reliable brands are able to create high levels of brand
equity, which can help to create value for investors.
For suppliers, strong and reliable brands are also

seen as a valuable partner. Suppliers are looking
for companies that are able to provide a steady and
profitable flow of business, and strong and reliable
brands are an important part of this.
Companies with strong and reliable brands are able

to attract and retain customers, and can generate
higher levels of sales and profit. This can help to
create a stable and profitable business environment
for suppliers.
For example, suppliers often look to companies

with strong and reliable brands when entering into
partnerships or contracts. Companies with strong
and reliable brands are seen as more likely to be
successful in the long term, and can provide suppliers
with a degree of protection against risk. This can help
to create a stable and profitable business environment
for suppliers, and can help to generate returns for
both parties.

Importance of selective
and effective advertising.
The importance of maintaining advertising during economic downturns cannot be
overstated. Advertising helps to build strong brands, and strong brands are critical
to the success of any business, especially in times of economic uncertainty. Strong
brands can attract and retain customers, generate higher levels of sales and profit,
and create value for investors. However, strong brands must carefully select their
advertising target and message to best benefit their business.
Advertising should be viewed as a long-term project. Due to consumer price

sensitivity, brands may be tempted to focus on promotions and activation spend
during economic downturn, in desperation to stay in the black. Thanks to Binet and
Field, we know that brand building should represent 60% of marketing spend in
any year. In our recent report, Why Brands Matter 2022, Brand Finance found that
Annie Brown
stronger brands deliver superior share price returns and helps businesses secure
General Manager,
lower interest rates on loans. Effective advertising can help to build strong brands
Brand Finance
by creating awareness, generating interest, and building trust and loyalty among
customers. Strong brands can attract and retain customers, and can generate word
of mouth and ultimately, higher levels of sales and profit.
For example, companies that continue to advertise during economic downturns

can maintain or even increase their market share and can differentiate themselves
from competitors who are cutting back on advertising. This can help to build strong
brands and can provide a competitive advantage in times of economic uncertainty,
and during recovery. Why Brands Matter 2022 also discusses how strongly
branded companies recover faster from economic crises and retain that stronger
performance going forwards
A well-known example of this is Procter & Gamble's response to the 2008 financial
crisis. Rather than cutting back on advertising, Procter & Gamble increased its
advertising budget, and continued to promote its well-known and trusted brands,
such as Tide and Crest. This helped to maintain the company's market share and to
protect its reputation and contributed to the company's long-term success.
Despite the known benefits of investing in advertising, many readers will be facing
budget cuts this year and potentially next year too. We often hear of tension
between marketing and finance, as marketers struggle to demonstrate an expected
return on investment for the budget they seek, and financers must be accountable
for any funds leaving the tightly strung purse. But there is a new way of working:
marketers need to collaborate with their CFOs and marketing directors.
Particularly in the current economic climate, we advise marketers to empathise

with the real issues their business and finance teams are facing. Marketing teams
should understand the business model, including sources of value and cost, in
detail. They then must understand who the key stakeholders are in this issue, and
which stakeholders should be targeted with marketing. If advertising to consumers
is the solution, then plough ahead. But sometimes, this process may reveal that
other stakeholders are more important: building your brand among trade partners,
suppliers or regulators could have a more tangible financial benefit to the business.
Understanding the dynamics of your business and the levers where brand can add
value is at the core of Brand Finance’s client services, where we help to bridge the
gap between marketing and finance.

The Brand Finance
Global Brand Equity Monitor (GBEM) – an
industry leading brand evaluation tool.
The Brand Finance Global Brand Equity Monitor (GBEM) – an industry leading
brand evaluation tool.
A product or service offering without a distinguishable brand will likely fail to

influence long-term consumer decision making. Whilst a strong product can
go a long way in driving customer satisfaction, without the identification and
associations of a brand, it may fail to have a meaningful impact on consumer
preference.
As the role of brand has become increasingly recognised as a fundamental

asset and tool for any business, measuring a brand’s strength is an important
next step for any brand guardian. Brand Finance has developed an insights-
Ben Baigrie
driven brand evaluation framework to assess the current state of your brand,
Associate,
but also help nurture and grow your brand, to understand its identity and
Brand Finance
positioning, and learn what drives consumer choice in your industry.
Since starting in 2017, Brand Finance’s Global Brand Equity Monitor now covers
31 sectors and 40 markets. As part of this, our coverage now covers thousands
of brands globally, creating a highly impactful and informative benchmarking
tool which can be unpacked into various strategic insights.
The GBEM serves as a diagnostic tool which we strive to develop and improve
each year, tapping into our ever-growing knowledge base of insights, strategy,
and marketing expertise.
40
Countries
31
Sectors
4,000+ 150,000+
Brands Respondents Surveyed

The Brand Finance Global Brand Equity Monitor (GBEM) – an industry leading brand evaluation tool.
Due to a lack of data, many consultants and brand

guardians base their insights on top performing
brands in developed markets like the United States
and then apply that model globally.
Brand Finance understands that insights and success

differ by industry and market, and there is no one-
size-fits-all approach to brand building - for this
reason Brand Finance built one of the most diverse,
detailed and complete data sets of top brands from
around the world. Five years of historic brand tracking
data also allows us to draw key insights over time.
The daunting task is making sense of all this data –

but don’t worry, that’s where we step in. Our research
delivers key insights offering several possible
applications and at Brand Finance, we broadly
categorise these into three areas:
1.Diagnostics: Where are we now?

Our research alongside other data from trusted
sources informs our Brand Strength Index – a custom
ISO compliant brand evaluation tool which can be
tailored to meet specific sector and brand needs. We
continuously improve and develop our framework in
line with industry best-practice and the ever-changing
environment in which brands operate.
Our research and Brand Strength Index framework

allow brand guardians to:
• Understand the brand funnel from awareness down

to usage;
• Diagnose brand strengths and weakness whilst

highlighting potential growth areas;
• Multifaceted approach – monitor a wide range of

measures to ensure a 360-degree view;
• Measure profiles of emerging brands and the

strongest brands in the market;
• We also examine other financial and non-research

measures to paint a complete picture of brand
investment, equity and performance.
In summary, we measure your brands strength as it

currently stands and assess what it takes to maintain

Vodafone Brand Funnel Across 10 Markets © Brand Finance Plc 2023
• Awareness • Familiarity • Consideration • Claimed Usage

99% 98% 97% 98%
100% 98% 97% 97% 97% 96%
93%
97%
91%
80% 91% 89% 91%
88%
88%
84% 75%
60% 73% 71%
64% 69% 61%
63%
51%
40% 46%
69%
44% 42% 42%
43% 48% 44% 49%

20% 41%
29%
21% 21% 23%
0
Romania Egypt Turkey Italy Portugal UK Spain Germany Netherlands India
* respondents from different countries tend to respond to surveys differently which can impact cross-market comparisons.
and grow it so that it is future proofed and continuously

adding value to your business.
The below example illustrates the brand funnel for

Vodafone across 10 markets (ranked by awareness).
Initial observations reveal the brand is extremely well
known in each market, but as we move down the
funnel towards consideration to purchase, numbers
differ significantly which likely implies differing levels
of market share/competition.
2. Benchmarking - competitor and

industry review (where are we
relative to others?)
Benchmarks are key to the success of any business and
without them, one cannot truly ascertain performance.
With such a wealth of data at our fingertips and 25 years
of experience to go with it, we are able to establish
meaningful benchmarks for your business.These
benchmarks are both internal (how did we perform
relative to ourselves) and external (how did we perform
relative to others).
Examples may include:
• What are the key trends across your industry - do

customers want innovation, good service, reliability,
or something else?

• How have my brand KPI’s changed over time – 3. Strategy & Applications
has awareness increased following a period of high
marketing investment? Whilst measurement is step one and of utmost
importance, it is essential to remember what can be
• How do my brand KPI’s compare across measured can be improved (Lord Kelvin).
stakeholders – does my brand have a similar profile
between retail and business consumers? Many brand guardians fall into trap of only using
brand research to help gauge past performance and
• How does your brand strength compare to that of whether KPI’s have increased over time. Whilst this is
your peers and the best in the market – am I a market incredibly valuable, the data can also be used to draw
leader or below average? key insights to guide future strategy and decision
making. Extracting these insights can be challenging
• What brand targets should I be setting and how do I but that’s why we’re here to help.
achieve these?
For example, analysis can be done to determine what
The below example examines reputation and quality drives customer acquisition, reputation or loyalty or brand
for car brands in Singapore. The trendline and high positioning work can be done to better understand how
R-Square value indicates strong correlation between your brand is profiled in the minds of consumers.
the two variables or in simpler terms, that they can be
used to predict one another with reasonable accuracy. Better yet, this can all be tied back to your brand,
marketing or even overarching corporate strategy
For example both Mercedes and BMW exhibit the to enhance decision making. Data can also be
highest quality ratings of 4.0 and 4.1 respectively segmented to observe difference in perceptions and
whilst also leading in terms of overall reputation. behaviours of different consumer groups.
Reputation versus Quality - Singapore Automobiles © Brand Finance Plc 2023
8.2
8.0
7.8
7.6
Reputation (0 - 10)
7.4
7.2
7.0
6.8
6.6
3.4 3.5 3.6 3.7 3.8 3.9 4.0 4.1
Quality (0 - 5)

The below example looks at Tesla’s performance consideration to purchase/use between football fans
on several attributes whilst also exhibiting derived and non-fans in the respective club’s home markets,
importance in terms of what drives purchase we observe more favourable results among fans – this
consideration. The plot tells us that perceptions of would suggest the sponsorship is having a positive
cool are strong and is also the most important. Despite impact in each market and may prompt us to explore
being what most would perceive as luxury cars, value more complex questions such as the ROI and whether
for money is also shown to be important but there is the net spend justifies these increases.
perhaps room for improvement on this measure.
In summary, the GBEM and our brand evaluation
Some areas we like and encourage our clients to and valuation frameworks allow us to provide a
explore are around: comprehensive brand management tool kit and
measurement system to help guide decision making
• Marketing strategy – how well do you know your and generate value for your business.
audience?
• Drivers’ analysis (example above)– do you know

what shifts the needle on the KPI’s you measure?
• Acquisition strategies to attract new customers
• Retention strategies to reduce churn
• Brand positioning and architecture assessment
• Linking KPI’s back to value-based outcomes – how do

these measures influence brand and business value?
The below example looks at Emirates who sponsor

three prolific football clubs: Real Madrid, Arsenal and
AC Milan in Spain, the UK, and Italy respectively.
Whilst there can be several motivations behind
investing in high-profile sponsorships, brand exposure
and positive associations are usually high up on
the list. When we compare brand familiarity and
Emirates Brand Familiarity Emirates Brand Consideration
0 20 40 60 80 0 20 40 60
© Brand Finance Plc 2023
58% Italy 45%

Italy
43% 33%
49% Spain 37%

Spain
45% 33%
United 62% United 52%

Kingdom 51% Kingdom 41%
• Fans • Non-Fans • Fans • Non-Fans

Methodology.
Definitions.
Brand Value
+ Enterprise Value
The value of the entire enterprise, made
up of multiple branded businesses.
[Alphabet]
Enterpr Where a company has a purely mono-
ise
Val branded architecture, the ‘enterprise value’
ue
is the same as ‘branded business value’.
Brand + Branded Business Value

ed B
us The value of a single branded business
ine operating under the subject brand.
ss
V
Bran [Google] A brand should be viewed in the context
dC
al
on of the business in which it operates.

ue
tri Brand Finance always conducts a branded

b business valuation as part of any brand
ut
valuation. We evaluate the full brand value

io
chain in order to understand the links

n
between marketing investment, brand-

tracking data, and stakeholder behaviour.
+ Brand Contribution
Brand The overall uplift in shareholder value
Value that the business derives from owning
the brand rather than operating
[Google]
a generic brand.
The brand values contained in our league

tables are those of the potentially
transferable brand assets only, making
‘brand contribution’ a wider concept.
An assessment of overall ‘brand contribution’
to a business provides additional insights
to help optimise performance.
+ Brand Value
The value of the trade mark
and associated marketing IP within
the branded business.
[Google]
Brand Finance helped to craft the
internationally recognised standard on
Brand Valuation – ISO 10668. It defines
brand as a marketing-related intangible
asset including, but not limited to, names,
terms, signs, symbols, logos, and designs,
intended to identify goods, services
or entities, creating distinctive images
and associations in the minds of stakeholders,
thereby generating economic benefits.

Brand Valuation Methodology.
Definition of Brand 1 Brand Impact
e review what brands already pay in royalty
W
Brand is defined as a marketing-related intangible agreements. This is augmented by an analysis
asset including, but not limited to, names, terms, of how brands impact profitability in the sector
signs, symbols, logos, and designs, intended versus generic brands.
to identify goods, services, or entities, creating
distinctive images and associations in the minds This results in a range of possible royalties that
of stakeholders, thereby generating economic could be charged in the sector for brands (for
benefits. example a range of 0% to 2% of revenue)
Brand Value
Brand value refers to the present value of Brand Strength 2
earnings specifically related to brand reputation. We adjust the rate higher or lower for brands by
Organisations own and control these earnings by analysing Brand Strength. We analyse brand
owning trademark rights. strength by looking at three core pillars: “Inputs”
which are activities supporting the future strength
All brand valuation methodologies are essentially of the brand; “Equity” which are real current
trying to identify this, although the approach and perceptions sourced from our market research and
assumptions differ. As a result published brand other data partners; “Output” which are brand-related
performance measures such as market share.
values can be different.
Each brand is assigned a Brand Strength Index
These differences are similar to the way equity
(BSI) score out of 100, which feeds into the brand
analysts provide business valuations that are different value calculation. Based on the score, each brand
to one another. The only way you find out the “real” is assigned a corresponding Brand Rating up to
value is by looking at what people really pay. AAA+ in a format similar to a credit rating.
As a result, Brand Finance always incorporates

a review of what users of brands actually pay for
the use of brands in the form of brand royalty 3 Brand Impact × Brand Strength
agreements, which are found in more or less every
sector in the world. The BSI score is applied to the royalty range to
arrive at a royalty rate. For example, if the royalty
range in a sector is 0-5% and a brand has a BSI
This is sometimes known as the “Royalty Relief”
score of 80 out of 100, then an appropriate royalty
methodology and is by far the most widely used
rate for the use of this brand in the given sector
approach for brand valuations since it is grounded will be 4%.
in reality.
It is the basis for a public rankings but we always

augment it with a real understanding of people’s Forecast Brand Value Calculation 4
perceptions and their effects on demand – from
We determine brand-specific revenues as a
our database of market research on over 3000
proportion of parent company revenues attributable
brands in over 30 markets.
to the brand in question and forecast those
revenues by analysing historic revenues, equity
Disclaimer analyst forecasts, and economic growth rates.
Brand Finance has produced this study with an independent and unbiased analysis. The
values derived and opinions produced in this study are based only on publicly available
information and certain assumptions that Brand Finance used where such data was deficient
or unclear. Brand Finance accepts no responsibility and will not be liable in the event that the
We then apply the royalty rate to the forecast revenues
publicly available information relied upon is subsequently found to be inaccurate. The to derive brand revenues and apply the relevant
opinions and financial analysis expressed in the report are not to be construed as providing
investment or business advice. Brand Finance does not intend the report to be relied upon for
valuation assumptions to arrive at a discounted, post-
any reason and excludes all liability to any body, government or organisation. tax present value which equals the brand value.

Brand Strength.
Brand Strength
Widely recognised factors deployed
Marketing
by marketers to create brand loyalty
Brand Strength Index

Analytical rigour and transparency are at the heart of our Investment
approach to brand measurement at Brand Finance. Therefore, and market share.
in order to adequately understand the strength of brands we
conduct a structured, quantitative review of data that reflect Perceptions of the brand among
the ‘Brand Value Chain’ of brand-building activities, leading to Stakeholder different stakeholder groups, with
brand awareness, perceptions and onwards to brand-influenced Equity customers being the most important.
customer behaviour.
To manage the ‘Brand Value Chain’ process effectively we create Quantitative market and financial
and use the “Brand Strength Index” (BSI). This index is essentially Business measures representing the success
a modified Balanced Scorecard split between the three core pillars Performance of the brand in achieving price and
of the ‘Brand Value Chain’: Brand Inputs, Brand Equity and volume premium.
Brand Performance.
Attribute Selection and Weighting

1
Although we follow a general structure incorporating the three pillars (Brand Inputs, Brand Equity and Brand
Performance), the attributes included are different depending on the sector. A brand strength index for a luxury
apparel brand will differ in structure from an index designed for a telecommunications brand. An index for luxury
apparel brand may emphasize the exclusiveness, word of mouth recommendation, and price premium, whereas
an index for a telecommunications company may emphasis customer service and ARPU as important metrics.
These attributes are weighted according to their perceived importance in driving the following pillar: Brand
Investment measures in driving Brand Equity; Brand Equity measures for Brand-Related Business Performance
measures; and finally the relevance of Brand-Related Business Performance measures for driving business value.
2
Data Collection
Brand’s ability to influence purchase depends primarily on people’s perceptions. Therefore, the majority of
the Brand Strength Index is derived from Brand Finance’s proprietary Global Brand Equity Research Monitor
research, a quantitative study of a sample of over 100,000 people from the general public on their perceptions
of over 4,000 brands in over 25 sectors and 37 countries.
However, at Brand Finance we also believe that there are other measures that can be used to fill gaps that survey
research may not capture. These include total investment levels – for example in marketing, R&D, innovation
expenditure, that can a better guide to future performance than surveys. They also include online measures –
such as ratings by review sites and social media engagement that can give a more granular understanding of
marketing effectiveness. Finally they also include real behaviour – for example net additions, customer churn and
market share, to overcome the tendency for surveys to incorporate intended behaviour rather than real.
Over a period of 3 to 4 months each year, we collect all this data across all the brands in our study in order to
accurately measure their comparative strength.
Benchmarking and Final Scoring

In order to convert raw data in to scores out of 10 that are comparable between attributes within the scorecard,
we then have to benchmark each attribute. We do this by reviewing the distribution of the underlying data and
creating a floor and ceiling based on that distribution.
Each brand is assigned a Brand Strength Index (BSI) score out of 100, which feeds into the brand value
calculation. Based on the score, each brand is assigned a corresponding rating up to AAA+ in a format similar
to a credit rating.
3
Analysing the three brand strength measures helps inform managers of a brand’s potential for future success.

How We Value the Brands
in Our Annual Rankings.
Every year we value over 5,000 of the world's biggest and strongest brands. It is the
largest and most comprehensive study of its kind. This is how we do it.
If we zoom out here, in general terms all our valuations follow a process flow. This
process flow indicates how specific actions, taken by marketing and other corporate
managers, result in changes to a brand's attributes (i.e. quality, availability, price,
positioning, personality, etc.).
We then measure how much these actions affect the level of consideration for the
brand, how increased consideration leads to stakeholder behavioural change,
ultimately leading to a favourable financial uplift effect.
Richard Haigh
The process flow can be used in both directions. In one direction it explains the
Global Managing Director,
value of the subject brand. In the other, it explains what actions need to be taken
Brand Finance
by marketing and corporate managers to strengthen brands and add value. So,
the process is both a comprehensive summary of the performance of marketing
activities to this point and a highly actionable tool for brand guardians.
This is a very broad explanation, and we would be happy to spend all day talking through
the nuances and applications of brand valuation. For now, though, we want to tackle some
of the most common questions we asked around our annual valuation study.
How do we value brands that have not been bought,

sold, or licensed?
We are lucky because there are real-world market examples of businesses buying,
selling, and licensing brands. By using these real-world examples, we can build
an accurate spectrum of what brands of certain sizes and strengths, within specific
geographies, and sectors, are worth.
Through this process, we can then start to value brands (that have not been valued
before) based on assumptions that are proven to exist in commercial reality.

How We Value the Brands in Our Annual Rankings.
This is how we can perform robust valuations for marketing into finance, and vice versa. which informs
brands that have never been valued as part of an the principle of our strapline – ‘Bridging the gap
auditing or balance sheet exercise. between marketing and finance’.
To understand where to place a brand within this Measuring Brand Strength

spectrum we look at two key areas: We look at the
financial performance (revenues) of the business One of the key questions that inevitably evolves from
operating under a brand, and we also look at brand establishing a measure of brand strength is: what
strength measures. It is very easy to compare brand attributes should be included in my brand
revenues, it is a lot harder to measure one brand’s strength scorecard? The answer is quite straightforward
strength against another. in principle, but difficult in practice: a brand strength
scorecard should aim to capture as many trackable
Measuring a brand’s strength is a key aspect of any brand attributes as necessary, but as few as possible.
brand valuation calculation. It is also probably the stage
most familiar to brand, marketing, and insights teams. We split our measurement of Brand Strength into three
Everyone in some way or another is measuring the fundamental pillars: Brand Investment, Brand Equity,
strength of their brand and tracking the changes of those and Brand Performance.
strength metrics over time. For our valuations we conduct
our Global Brand Equity Monitor to measure consumer We chose these pillars because they ask what any
perceptions of 5,000 brands in 30 countries across 14 brand manager, owner, or potential licensee, should be
industries and then include this in the Brand Strength. considering when assessing the quality of a brand:
Once we have conducted a ‘Brand Strength Is management working to invest in the brand to grow
Assessment’ of brands with a sector, we then start to and maintain it into the future?
build out a relative understanding of how much brand
is impacting overall business performance. Through How does a variety of relevant stakeholders currently
measuring and benchmarking brand strength within perceive the brand?
a competitive set, we can identify the impact brand is
having on the bottom line. From there it is relatively Is the brand doing what it should be doing to bring
straightforward to then understand how much value the value to the business?
brand is bringing to the overall business.
Exactly how these three questions are answered will
In our valuations we are essentially combining the two differ from industry to industry and even brand to
disciplines of marketing and finance. We are translating brand.

strength score of 80 out of 100, then an appropriate

How we value brands in our annual royalty rate for the use of this brand in the given
rankings sector will be 4%.
In the case of our rankings, we use the real-world

examples of licensing agreements as a basis for our 4. Determine brand specific revenues estimating a
proportion of parent company revenues attributable
valuations, using a methodology called the Royalty
to each specific brand and industry sector.
Relief Methodology, or Relief from Royalty Method. The
method determines the value a company would be
willing to pay to license its brand as if it did not own it. 5. Determine forecast brand specific revenues using a
This approach involves estimating the future revenue function of historic revenues, equity analyst
forecasts and economic growth rates.
attributable to a brand and calculating a royalty rate
that would be charged for the use of the brand.
6. Apply the royalty rate to the forecast revenues to
As this is purely hypothetical, and for the most part derive the implied royalty charge for use of the
the brands in our Global 500 are owned, rather than brand.
licensed, these brands are relieved from paying
these royalties on their revenues. Hence the name 7. The forecast royalties are discounted post-tax to a
royalty relief. net present value which represents current value of
the future income attributable to the brand asset.
The steps in this process are as follows:
Brand Valuation Calculation
1. Calculate brand strength on a scale of 0 to 100 Visualisation
based using a balanced scorecard of a number of
relevant attributes such as emotional connection, The Royalty Relief Method is not our own
financial performance and sustainability, among proprietary methodology; it is just one of many
others. This score is known as the Brand Strength that are outlined in ISO:10668. The reason why
Index. we use the method, is that it is favoured by tax
authorities and the courts because it calculates
2. Determine the royalty rate range for the respective brand values by reference to documented third-
brand sectors. This is done by reviewing party transactions.
comparable licensing agreements sourced from
our own extensive database of real world license It can also be done based on publicly available
agreements, as well as and other online databases. financial information, and it is compliant with the
requirement under the International Valuation
3. Calculate royalty rate. The brand strength score is Standards Authority and ISO 10668 to determine
applied to the royalty rate range to arrive at a the fair market value of brands. For these reasons,
royalty rate. For example, if the royalty rate range in the royalty relief method is used in over 80% of all
a brand’s sector is 0-5% and a brand has a brand brand valuations.

The role of brand research in our Conclusion

valuations
Brand Valuation is ultimately a financial discipline,
The thing which we have stressed most over the 25 but unlike all other financial disciplines, it requires
years is that to value a brand well is a holistic exercise. an intuitive and well-researched understanding of
It is not just a financial spreadsheet which spits out a stakeholder perceptions, motivations, and behaviours.
financial number. We practice this by following four Nowadays this is often referred to as Behavioural
principles: Economics by many marketers. But really this is
what we referred to when we coined the term Brand
+ Context: Our financial brand valuation opinions Economics back in 1999.
must be driven by high quality insight and analytics
of the sector trends driving the markets in which More than ever before, Brand Finance can help brands
the brands operate. understand how they tick and help them work better for
all their Stakeholders.
+ Stakeholder Impact: We need to understand and
predict how stakeholder opinion will drive demand
and other economic and financial benefits
underpinning the valuation.
+ Transparency: we have always felt that all

assumptions in the valuation need to be disclosed
in full so that they can be challenged.
+ Due Diligence: We always apply financial sensitivity

analysis so that we can evaluate brand value
scenarios.
Holistic connection is baked into our approach.
We have always considered stakeholder research,
particularly customer and consumer research to be a
central requirement of high-quality brand valuations.
Brand Finance has occasionally been characterised as
purely financial, with no understanding of demand and
of brand value drivers. However, stakeholder insight
has been part of our DNA since inception in 1996.
Since 1996 we have commissioned original research

or reused existing client research in client brand
valuations. But as we have grown to become the
leading global provider of brand valuations produced
speculatively each year, using publicly available data,
we have commissioned our own global research to
underpin our brand valuation tables.
We now conduct research in 31 countries and over 23

sectors. Our research includes brand funnel measures
such as Awareness, Familiarity, Consideration, Trial,
Loyalty, and Recommendation. We also research key
attributes which drive the funnel measures. Taken
together we are able to use statistical analysis to
predict customer and consumer behaviour leading into
the forecast demand and revenue in our models.

Applying Brand Tracking
and Valuation Techniques
to Sponsorship.
Why is tracking corporate
sponsorship a critical management
practice?
Brand Finance defines sponsorship as “the financial,
or similar support, of any individual, company, team,
activity, or event which is used primarily to achieve
specific business goals through association with
the rights holder. For a brand, these goals typically
include building awareness and equity through positive
association”
Whilst sponsorship is by no means limited to sporting

ventures, according to MarketWatch, the sports
sponsorship market alone was estimated to exceed
to US$63.1bn in 2021 and is forecast to grow to
US$109.1bn by 2030.
To help instil confidence, and provide clear and concise

structure to sponsorship tracking, Brand Finance has
created a robust framework which links sponsorship
activities to brand and business performance and
identifies how sponsorship activities effect customer
perception, acquisition and loyalty – and critically it
assesses both non-financial and financial performance
to provide a 360-degree view.
Setting up a sponsorship
evaluation framework
Step one is to identify the core brand objectives and
whether sponsorship can help achieve those objectives.
Typically, this is done through mapping these objectives
to brand equity measures so that performance can be
tracked over time.
For example, if brand awareness is the objective,

putting your brand name on an NFL stadium or a player
endorsement would certainly contribute to this result
(but at what cost?).
Secondly, it’s important to have a base-line evaluation

taken prior to key sponsorship activations so that there
is a clear benchmark from which future performance
and tracking can be measured.
Market research among the appropriate stakeholders

can be used to assess successful activations and
highlight where activation strategy can be adjusted to
achieve the desired results.

Precision and structure in Sponsorship Evaluation – Best Practice.
Through this, rights-holders can provide feedback to

their brand partners to:
+ Exhibit the impact of the brand partnership on fan

perceptions of the partner
+ Understand how sponsorship exposure affects

different audiences
+ Measure past activations and assist in planning and

strategy for future activations
+ Compare to the market and understand what works

and what doesn’t
The below example examines the difference in brand

consideration for the airline Emirates, a brand that has
been and remains associated with some of the biggest
clubs in European Soccer.
The results from our research exhibits higher levels of

consideration in 28/29 markets for the airline among
soccer fans than non-soccer fans.
This analysis also allows brand owners and sponsorship

managers to see the difference across other key brand
perceptions or attributes which are often identified as key
drivers of customer acquisition and loyalty.
Emirates Consideration by Market & Soccer Following © Brand Finance Plc 2023

The below example exhibits more favourable results in front of the shirt of a top-division team covered in our
each attribute for a corporate brand which sits on the research.
Brand Image Perceptions: Sponsorship Impact © Brand Finance Plc 2023
More trustworthy than others
50
Actively involved in 40 Charges fair prices for the

your community benefits you get
30
20
10
Products and
Are excellent at
services offer
what they do
good value for money
Easy to deal with Recognises and rewards loyalty
Aware of sponsors Not aware
Sponsorship uplift and return on A valuation-based approach to sponsorship evaluation

investment provides a practical, logical, and commercially driven
basis for assessment.
The next level of sponsorship analysis is to determine
the financial return and uplift to business metrics Through an approach that establishes linkages
resulting from the investment, and to be able to express between changes in brand equity, stakeholder
this in a way that allows a brand team to communicate behaviour and ultimately business and brand value,
the partnership benefits to the CFO, CEO and Board. it provides a solid platform of insight to inform future
This requires determining the bottom-line effect, and sponsorship decision making.
asking the questions that would be asked if investing in
a new factory or machinery asset: There are typically two sides to this
analysis:
+ How does this investment pay back over the short
and long term? 1. Return on historic sponsorship
+ Has this investment increased the value of the The return on historic sponsorship is calculated by
business for the shareholders? determining whether the sponsorship has had a
+ Are we getting good value for money? significant effect on consumer perceptions of the brand.

The perception changes are then used to estimate

what the future customer numbers and costs would
look like if the sponsorship had never taken place, all
else being equal.
This can then be used to adjust the business valuation

model of the partner to see how much more valuable
the business is, having conducted the activities. This
difference is the return on investment.
2. Future return on sponsorship renewal

Forecast customer numbers and revenue growth can
be applied to a valuation model to reflect heightened
consideration and perceptions associated with the
sponsorship continuing.
Sponsorship ROI - Partner Business Value © Brand Finance Plc 2023
Renew?
Sponsorship
Pre Begins
Sponsorship
Past 2009 Renewal Decision Future
Continue Sponsorship Stop Sponsorship Never Sponsorship

The difference in business value with and without the + Value potential analysis – Quantifying the financial
sponsorship shows the future return on investment of benefit possible from partnership – how will this
renewing the sponsorship contract. impact revenue and business value?
Building an appealing prospectus In summary, without appropriate methodologies for

sponsorship evaluation and valuation, properties
For rights owners, packaging these key benefits are undersold by clubs, leagues and competitions,
derived from sponsorship into a prospectus offers a and brands are unable to appreciate the full suite of
highly impactful toolkit which can be used to: benefits that are possible from an engagement.
+ Inform and impress existing sponsors Brand Finance has developed methodologies to express
the return on sponsorship investment in a way that
+ Justify past and future investment
makes sense to both brand and financial audiences.
+ Attract new sponsors.
To achieve this, Brand Finance focusses on the two key

areas:
+ Brand Evaluation – Communicating the unique

attributes and brand strengths that complement the
vision of a brand - How the sponsorship will
improve important brand attributes.
Speak to us today to find out more: enquiries@brandfinance.com

Brand Strength IndexTM:
Creating a Scorecard for
Your Brand.
Our version of a brand strength scorecard is what we call the Brand Strength
IndexTM. The Brand Strength Index is a scorecard of metrics that underpin a
brand's strength. These metrics can include but are not limited to: marketing
spend, awareness, consideration, reputation, NPS, acquisition, retention,
market share, volume, and price premium. This allows us to understand the
relative strength of the brand in the market, which plays a crucial role in turn in
calculating the value of a brand.
Brand Strength Index™ benefits, and its roots in the

brand value chain
Analytical rigour and transparency are at the heart of our approach to brand
Alex Haigh
measurement at Brand Finance. This demands responsiveness to key best
Managing Director,
practices and empirical evidence, which we pull from academic theory. In the
Brand Finance Asia Pacific
spirit of academia, we also open our doors to peer review. We do use specific
methods in our measurement, but we don’t restrict others from using them
either. It also means we never have black boxes in our approach, and instead
rely on the quality of our research data, and the skill of our team, to identify and
improve brand value.
One area of academic theory that we have both influenced and been influenced
by has been the idea of the ‘Brand Value Chain’. As with any good idea, it was
influenced by previous theories and it was in practice already at the time, including in
our own approach – Brand Finance having been set up in 1996.
We have visualised the ‘Brand Value Chain’ as we have interpolated for our own use:

Brand Strength IndexTM: Creating a Scorecard for Your Brand.
This process starts with: Creating a Brand Strength

Scorecard from the ‘Brand Value
1. Strong, well-managed investment leading to Chain’: The Brand Strength Index
changes in -
To manage the ‘Brand Value Chain’ process effectively
we suggest creating and using a “Brand Strength
2. Customer perceptions, which in turn lead to
improved - Index”. This index is essentially a modified Balanced
Scorecard split between the three core pillars of the
‘Brand Value Chain’: Brand Inputs, Brand Equity and
3. Business performance and therefore shareholder
Brand Performance.
value.
In the Brand Strength Index™ model we call these Brand evaluation using a Brand Strength Index, is
stages: primarily a quantitative analysis, where scores for the
independent measures are informed by market research
1. Inputs or Brand Investment (functional and emotional drivers), and financial data
(marketing investment, price premium, revenue growth).
2. Brand Equity
However, it is important to incorporate qualitative
research and interviews to ensure that the brand
3. Outputs Brand Performance strength index is capturing the relevant metrics that
drive a brands strength. A brand strength index for
The structure of the Brand Strength Index™ is designed a luxury apparel brand will differ in structure from an
to mirror the brand-building process. It naturally follows, index designed for a telecommunications brand.
that if you invest in your brand, you expect to see
a return in brand equity, and ultimately an uptick in An index for luxury apparel brand may emphasize the
business performance. What's more, by maximising the brand funnel, and price premium, whereas an index
performance across the chain, the owner or manager of for a telecommunications company may emphasis
a brand can maximise its positive impact on business customer service and ARPU as important metrics.
performance and therefore its overall brand value. The number of metrics needed in the index depends
on the requirements of the business, including the
sophistication of marketing as a discipline, as well as
the ability to source relevant data in a timely manner.

How do you choose what attributes Brand Reputation attributes, which can explain
should be included under the differences in relevance, are also relevant measures
pillars? at this stage. Recommendation and NPS can also
be useful given their impact on both familiarity
Brand Strength Index: Brand Outputs and relevance. The views of other stakeholders
Creating an index, we start with Brand Performance (for example staff, investors, media) can also be
since the purpose of the index is to understand incorporated. These other stakeholders might
how brands and marketing impact financial value. include:
Selection should be based on proximity to core
financial performance driving value (cash flow) but also + Staff
responsiveness to changes in branding or marketing.
Traditionally useful measures include:
+ Investors
+ Number of leads
+ Media
+ New customer additions

+ Regulators
+ Customer churn/retention
+ General Public
+ Volume and price premiums Attribute selection and weighting should be based
on relative importance for driving brand performance
+ Product margins and completed in collaboration with a company´s
brand insights team.
+ Price elasticity
Brand Strength Index: Brand Inputs
Brand Inputs are generally the final step in the
+ Market share creation of a Brand Strength Index since they are
selected on the basis of impact on Brand Equity. The
The measures used depend on sector and data attributes included need to represent all of the levers
availability and should represent a mixture of that a business can pull in order to influence brand
both current performance and growth potential. equity. These may include:
Crucially, these attributes should be established
with input from a company’s financial forecasting + Advertising spend
team and weighted according to their importance
in driving profitable growth. This will ensure that
+ Sponsorship spend
financial, and financially minded, audiences will
buy into how you are measuring a brand’s effect
on the bottom line. + Earned media coverage
(including word of mouth and social media)
Brand Strength Index: Brand Equity
In our BrandBeta study, Brand Finance’s extensive + CSR spend
statistical analysis of research data in over 27
sectors in 39 countries identifies that brands impact + Visual identity quality
customer choice as a result of their familiarity and
their relevance. Our analysis shows that together, + Customer service quality
familiarity and relevance, accurately predict market
share growth in the ratio of approximately 65%
+ Product investment and innovation
importance for familiarity and 35% for relevance.

+ Distribution quality
The core reasons for using Brand Strength Index as a
measurement tool are:
+ Value for money.
1. Summarising brand KPIs: Many teams have large
These attributes should be decided in numbers of data points that they struggle to bring
collaboration with the company’s marketing them together to see whether things are getting
team. The attributes should be grouped between better or worse. By summarising as a coherent
their impact on familiarity versus relevance single figure, the BSI allows brands to do that.
improvements and each group should be weighted
according to the importance of each side of the 2. Clearly comparing competitors: It is important to
brand equity pillar. benchmarking how you are performing against
your competitors along the same key measures.
The Brand Strength Index as a Our database of over 5,000 brands yearly also
Measurement Tool allows comparison within category and without. A
clear structure enables new brands to be
We typically advise that these models can be point- incorporated too as necessary.
in-time – giving a snapshot, perhaps biannually, of
brand strength – or they can be dynamic scorecards 3. Tracking over time: Whether there is a big change
– regularly updated to give real-time results from to strategy or simply a need to monitor
changes in spend or strategy. performance, setting a Brand Strength baseline
and tracking from that can help management take
In all cases, it is usually good practice to provide decisive action.
summary results as an average over a longer
period in order to provide a view of long-term brand 4. Diagnosing issues in the Brand Value Chain:
strength rather than reveal fleeting changes that have The Brand Strength Index scorecard benchmarks
little long-term effect on the business. brands on various attributes in order to

standardise units of measurement across them.

for different attributes matched with specific actions.
As a result, underperformance of certain
For example, these actions might include changing
attributes both against competitors and against
other of the brand’s own scores can be identified marketing mix, new communications activities, product
and addressed. improvements or other types of investments or
strategies.
The Brand Strength Index as a These targets can be made even more relevant and
Management tool reasonable by comparing against the performance
of similar brands in our database of over 5,000
By having this dashboard, trackable over time, against brand values a year and calibrating a growth rate
competitors and against different business-relevant that seems reasonable. Provided that the attributes
attributes, business managers can use the Brand are well selected and weighted according to
Strength Index to manage their brands more effectively. their importance, the effects of these changes in
attributes on financial value can be found and an
To do this, it is important to make sure that these ROI calculated.
scorecards are made at as granular a level as possible.
For example, focussing on a business division within However, it is not only incremental changes to
a country or even at a customer segment level. This activities that can be tracked or planned for. Similarly,
provides the specificity to align marketing, service changes in strategy like removing a brand and
and other actions with the attributes within the Brand changing brand architecture or updating a brand’s
Strength Index. positioning can be reviewed through a brand strength
framework. This identifies potential improvements
As a result – and after reviewing current capabilities, in performance and value compared against a base
staff resources and marketing investment available case explaining whether it is worthwhile to pursue the
– management teams can make reasonable targets change in strategy.

Our Services.
Consulting Services.
Make branding decisions using hard data
+ Brand Audits
Brand Research + Primary Research
What gets measured + Syndicated Studies
+ Brand Scorecards
Brand evaluations are essential for + Brand Drivers & Conjoint Analysis
understanding the strength of your + Soft Power
brand against your competitors.
Brand Strength is a key indicator of
future brand value growth whether + Are we building our brands’ strength effectively?
identifying the drivers of value or + How do I track and develop my brand equity?
avoiding the areas of weakness, + How strong are my competitors’ brands?
+ Are there any holes in my existing brand tracker?
measuring your brand is the only
+ What do different stakeholders think of my brand?
way to manage it effectively.
+ Brand Impact Analysis

Brand Valuation + Tax & Transfer Pricing
Make your brand's business + Litigation Support
case + M&A Due Diligence
+ Fair Value Exercises
Brand valuations are used for a + Investor Reporting
variety of purposes, including tax,
finance, and marketing. Being the + How much is my brand worth?
interpreter between the language of + How much should I invest in marketing?
marketers and finance teams they + How much damage does brand misuse cause?
provide structure for both to work + Am I tax compliant with the latest transfer pricing?
+ How do I unlock value in a brand acquisition?
together to maximise returns.
+ Brand Positioning
+ Brand Architecture
+ Franchising & Licensing
Brand Strategy + Brand Transition
Make branding decisions + Marketing Mix Modelling
with your eyes wide open + Sponsorship Strategy
Once you understand the value of

your brand, you can use it as tool +Which
brand positioning do customers value most?
to understand the business impacts +What
are our best brand extension opportunities
of strategic branding decisions in in other categories and markets?
terms of real financial returns. +Am
I licensing my brand effectively?
+Have
I fully optimised my brand portfolio?
+Am
I carrying dead weight?
+Should
I transfer my brand immediately?
+Is
a Masterbrand strategy the right choice for my business?

Brand Evaluation Services.
How are brands perceived
in my category?
Brand Finance tracks brand fame and perceptions
across over 35 markets in 30 consumer categories.
Clear, insightful signals of brand performance, with
data mining options for those who want to dig deeper –
all at an accessible price.
What if I need more depth

or coverage of a more
specialised sector?
Our bespoke brand scorecards help with market
planning and can be designed to track multiple brands
over time, against competitors, between market
segments and against budgets. Our 38-country
database of brand KPIs enables us to benchmark
performance appropriately.
Do I have the right brand

architecture or strategy in place?
Research is conducted in addition to strategic
analysis to provide a robust understanding
of the current positioning. The effectiveness
of alternative architectures is tested
through drivers analysis, to determine which option(s)
will stimulate the most favourable customer behaviour
and financial results.
How can I improve return

on marketing investment?
Using sophisticated analytics, we have a proven track
record of developing comprehensive brand scorecard
and brand investment frameworks to improve return on
marketing investment.
What about the social dimension?

Does my brand get talked about?
Social interactions have a proven commercial impact
on brands. We measure actual brand conversation and
advocacy, both real-world word of mouth and online
buzz and sentiment, by combining traditional survey
measures with best-in-class social listening.

With strategic planning and creative thinking, we develop communications plans to create dialogue
with stakeholders that drives brand value.
Our approach is integrated, employing tailored solutions for our clients across PR and marketing
activations, to deliver strategic campaigns, helping us to establish and sustain strong client
relationships. We also have a specific focus on geographic branding, including supporting nation
brands and brands with a geographical indication (GI).
Brand Dialogue Limited is a member of the Brand Finance Plc Group
Research, Strategy Public Relations Marketing Content Strategic

& Measurement & Communications & Events Creation Communications
Brand Media Relations Promotional Events Bespoke Crisis

& Communications Publications, Blogs & Communications
Strategy Press Trips & Events Conference Newsletters
Management Brand Positioning &
Campaign Planning Strategic Partnerships Press Releases Reputation
& Influencer Outreach Native Advertising
Market Research Marketing Collateral Geographic Branding
& Insights Social Media Retail Marketing Design
Management Corporate Social
Media Analysis Social Media Content Responsibility (CSR)
Brand Finance Network.
For further information on our services and valuation experience, please contact your local representative:
Market Contact Email

Africa Jeremy Sampson j.sampson@brandfinance.com
Asia Pacific Alex Haigh a.haigh@brandfinance.com
Australia Mark Crowe m.crowe@brandfinance.com
Brazil Eduardo Chaves e.chaves@brandfinance.com
Canada Alexandre St-Amour a.amour@brandfinance.com
China Scott Chen s.chen@brandfinance.com
East Africa Walter Serem w.serem@brandfinance.com
France Bertrand Chovet b.chovet@brandfinance.com
Germany/Austria/Switzerland Ulf-Brun Drechsel u.drechsel@brandfinance.com
India Ajimon Francis a.francis@brandfinance.com
Indonesia Sutan Banuara s.banuara@brandfinance.com
Ireland Annie Brown a.brown@brandfinance.com
Italy Massimo Pizzo m.pizzo@brandfinance.com
South America Pilar Alonso Ulloa p.alonso@brandfinance.com
Mexico Laurence Newell l.newell@brandfinance.com
Middle East Andrew Campbell a.campbell@brandfinance.com
Nigeria Tunde Odumeru t.odumeru@brandfinance.com
Poland Konrad Jagodzinski k.jagodzinski@brandfinance.com
Portugal Pilar Alonso Ulloa p.alonso@brandfinance.com
Romania Mihai Bogdan m.bogdan@brandfinance.com
Spain Pilar Alonso Ulloa p.alonso@brandfinance.com
Sri Lanka Aliakber Alihussain a.hussain@brandfinance.com
Sweden Anna Brolin a.brolin@brandfinance.com
Turkey Muhterem Ilgüner m.ilguner@brandfinance.com
UK Annie Brown a.brown@brandfinance.com
USA Laurence Newell l.newell@brandfinance.com
Vietnam Lai Tien Manh m.lai@brandfinance.com

Contact us.
The World’s Leading Brand Valuation Consultancy
T: +44 (0)20 7389 9400
E: enquiries@brandfinance.com
www.brandfinance.com

Global 500: The Annual Report On The World's Most Valuable and Strongest Brands January 2023

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Global

Brand Value Ranking (USDm) 49

Communications in Times of Crisis 67

Non-Customers Like Strong Brands 68

Importance of selectiveand effective advertising 70

The Brand FinanceGlobal Brand Equity Monitor (GBEM) –

We bridge the gap between marketing and finance

We quantify the financial value of brands

We offer a unique combination of expertise

We pride ourselves on technical credibility

Our experts helped craft the internationally recognised

For media enquiries, please contact: twitter.com/brandfinance

Brand Finance Global 500 2023 brandirectory.com/global 3

Each report includes expert

+ Browse thousands of published brand values

+ Track brand value, strength, and rating across

+ Use interactive charts to compare brand values

+ Purchase and instantly unlock premium data,

Visit brandirectory.com to find out more.

Brand Finance Group.

Brand Finance Global 500 2023 brandirectory.com/global 5

38 countries and 31 sectors covered

More than 150,000 respondents surveyed annually

We are now in our 7th consecutive year conducting the study

Luxury Cosmetics Familiarity

Brand Finance Global 500 2023 brandirectory.com/global 7

Additionally, brand valuation can be useful in the event of a merger or acquisition, as

Brand Finance Global 500 2023 brandirectory.com/global 8

Brand Finance Global 500 2023 brandirectory.com/global 9

Brand Finance Global 500 2023 brandirectory.com/global 11

Despite already having the

Drivers of Change - Amazon © Brand Finance Plc 2023

2022 2022 Start Value US$350.3 bn

Brand Strength Brand Strength fall - USD$41.2 bn

Business Performance Business performance gain +US$3.9 bn

External Changes External changes - US$13.7 bn

2023 2023 End Value US$299.3 bn

0 50bn 100bn 150bn 200bn 250bn 300bn 350bn 400bn

Brand Finance Global 500 2023 brandirectory.com/global 12

12 2 🇺🇸 2 11 🇺🇸 303 🇺🇸 404 🇺🇸 505 🇺🇸

Brand Finance Global 500 2023 brandirectory.com/global 13

Bite taken out of Apple as it falls to

This year’s fall in brand value relates to a fall in

Despite these challenges, Apple continues to

This extension of its brand further diversifies its

Powerful customer loyalty and a continued strong

Top 5 Growth over time by Value © Brand Finance Plc 2023

• Amazon • Apple • Google • Microsoft • Walmart

Brand Finance Global 500 2023 brandirectory.com/global 14

By introducing new security measures, Apple

Google remains third most valuable

The brand has expanded its technological capabilities

The Google Pixel phone line in recent years has

In addition to rolling out new products and services,

For instance, Google has announced a strong

Brand Finance Global 500 2023 brandirectory.com/global 15

Brand Finance Global 500 2023 brandirectory.com/global 16

The World's Top 25 Strongest Brands © Brand Finance Plc 2023

Brand Finance Global 500 2023 brandirectory.com/global 17