December 27, 2007

What's a brand worth?

The top ten global brands are worth over $400 billion in conjunction, according to Interbrand and their most recent yearly report.

These are the top ten brands with their estimated worth:

  1. Coca-Cola bottle logoCoca-Cola, $63B
  2. Microsoft, $58B
  3. IBM, $57B
  4. General Electric (GE), $51B
  5. Nokia, $33B
  6. Toyota, $32B
  7. Intel, $31B
  8. McDonald's, $29.4B
  9. Disney, $29.2B
  10. Mercedes Benz, $23B

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December 20, 2007

Top brands in the world: #41-50

Ford old logoInterbrand ranks global brands every year... moving on down the chart, hare are brands #41 through 50 from their most recent yearly report for 2007:

41. Ford

42. Philips

43. SiemensPhilips logo

44. Nintendo

45. Harley-Davidson

46. Gucci

47. AIG

48.Siemens logo eBay

49. Axa

50. Accenture

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December 03, 2007

Top brands in the world: #31-40

Dell logoInterbrand ranks global brands every year... these are brands #31 through 40 from their most recent yearly report for 2007:

31. Dell

32. JPMorgan

33. Apple

34. SAP

JP Morgan logo35. Goldman Sachs

36. Canon

37. Morgan Stanley

Apple logo38. Ikea

39. UBS

40. Kellogg's

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November 29, 2007

Top brands in the world: #21-30

Samsung logoContinuing with Interbrand's most recent yearly report on the most valuable brands in the world for 2007, here are the brands ranked 21 through 30:

21. Samsung

22. Merrill LynchMerrill Lynch logo

23. HSBC

24. Nescafe

25. Sony

26. Pepsi

27. Oracle

HSBC logo28. UPS

29. Nike

30. Budweiser

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November 22, 2007

Top brands in the world: #11-20

Citi logoAccording to Interbrand and their most recent yearly report on the most valuable brands in the world, these are brands eleven through twenty:

11. Citi

HP logo12. Hewlett-Packard

13. BMW

14. Marlboro

15. American Express

16. Gillette

BMW logo17. Louis Vitton

18. Cisco

19. Honda

20. Google

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November 19, 2007

Top ten brands in the world

Coke canThese are the top ten global brands for 2007 according to Interbrand in their most recent yearly report:

  1. Coca-Cola
  2. Microsoft
  3. IBM
  4. General Electric (GE)
  5. Nokia
  6. Toyota
  7. Intel
  8. McDonald's
  9. Disney
  10. Mercedes Benz

What Interbrand does is measure brands as business assets. Their criteria for consideration are:

  • There must be substantial publicly available financial data
  • The brand must have at least one-third of revenues outside of its country-of-origin
  • The brand must be a market-facing brand
  • The Economic Value Added (EVA) must be positive
  • The brand must not have a purely b2b single audience with no wider public profile and awareness

These criteria exclude brands such as Mars, which is privately held, or Wal-Mart, which is not sufficiently global (it does business in some international markets but not under the Wal-Mart brand).

The number one brand in the world, Coca-Cola, is valued at at $65 billion dollars.

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October 28, 2007

Best commercial ever: Honda cog

Honda cog commercial, best commercial everI'm no fan of TV commercials, but in my humble opinion there's one that stands head and shoulders above the rest (along with Apple's "1984", my second favorite), and that's the Honda "cog" commercial they made in 2003 for the Accord.

Basically, the star is a "Rube Goldberg machine" (a very complex apparatus that does a simple task in an indirect and very convoluted way) made out of countless car parts.

If you've seen it you'll appreciate (or maybe won't believe) that no CGI trickery was used. And it took over 600 takes to complete!

And the final tagline is just perfect "Isn't it nice when things just work?")

If you've never seen it, it's definitely a must-see... you can watch it here in very good quality , or in low quality at Google video.

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September 28, 2007

VW + Apple = iCar?

Apple VW logoAre Apple and Volkswagen working together to create the iCar?

(Actually the name is just rumored as is all talk currently going on about this).

All that is really known is that a "Volkswagen spokesperson told German magazine Capital that an iCar may be on the way. Steve Jobs and VW Chairman Martin Winterkorn got together in California a few days ago to plan an intensive co-operation with the building of vehicles."

Rumors and more rumors say the iCar will sport Apple's AirPort networking system plus a touch-screen iMac.

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September 13, 2007

How Suzuki generates market

Lightbulb ideaAs India's middle class continues to grow, the local car market is going the same way at a fast clip of 15 percent a year. Total sales are expected to jump from 1.3 million in 2006 to 2.1 million in 2010.

Maruti Suzuki is the reigning king of the auto industry in India, owning an amazing 55% of the market.

Not content with their absolute dominance of the Indian car market, they've come up with some innovative ideas to grow the market and thus expand their reach.

Here's what Maruti noticed:

  • Many first-time buyers don't know how to drive
  • Few women in India drive
  • Buying decisions are made by the entire family
  • Rural areas are mainly unattended by automakers

Here's what Maruti is doing:

Focus on first-time buyers

35 percent of sales are to first-time buyers. For many of these, a car is an enormous acquisition, so Maruti has learned to treat all customers equal, whether they are buying a high or low-end vehicle.

But here's the more interesting strategy: Maruti sponsors 18 driving schools throughout India, and plan to expand to fifty by March 2008.

Focus on women

More than half of trainees at the driver training schools are female. So Maruti has “lady instructors” to make them more comfortable. Jagdish Khattar, managing director of Maruti Suzuki, says:

"If the wife learns to drive, it won't take long for her to persuade the gentleman to buy a car."

Focus on family

Maruti dealerships are equipped to accommodate buyers in large groups, for example with play areas for children.

Attack rural areas

Indian carmakers mainly focus on urban areas as that is where the money is.

But rural India is home to over 800 million people, with a lower cost of living, and where there are many dual-income families with more disposable income.

Maruti has unleashed salespeople to rural India to target various niches... teachers for example. Last year they visited 30,000 schools and sold 10,000 units.

Ongoing service

There are over 6 million Maruti owners throughout India. Maruti serves them through a huge network of 400 dealerships and 2,400 service shops in 1,100 cities.

They hold free tune-up and service camps that are attended by 450,000 owners a year.

And the end result of all of this?

Maruti not only leads all carmakers in India in sales, they are also ranked #1 by JD Power in customer satisfaction with dealer service (for the past seven years).

Learned of this here.

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September 10, 2007

Apple lesson in customer care

Apple iPhoneI am a recent Mac convert, at least at home, and a big fan of the company and their products.

Recently, Apple made many loyal customers unhappy when they cut the price of their cool new iPhone by $200, from $599 to $399.

This is actually a widely known and accepted practice in technology: as soon as a high-demand tech item goes on sale, there is a price premium to be paid. Early adopters know this and buy willingly. Some time later, prices drop.

The thing is, the iPhone's price drop was pretty steep, and happened only a few weeks after the product was launched.

Users were not happy and wrote to Apple in droves. The flip side: Apple's success is based on happy, or rather passionate, customers.

What did Steve Jobs do?

He wrote an open letter to original iPhone customers explaining why Apple did what they did, the long-term effects they are looking for, and apologizing for not taking care of early iPhone customers as well as they could have. And he also gave all early iPhone buyers a $100 credit.

In other words:

  1. Acknowledge the mistake.  Even if, as in this case, it wasn't really an error, just an unfortunate situation).
  2. Apologize immediately. Explain what happened.
  3. If possible, make it up to the customer. I feel this is icing on the cake, as customers will be pleasantly surprised with steps one and two. But if you can also give them something extra, go for it.

If Apple can do this for hundreds of thousands of its customers, it should be pretty easy for small and medium businesses to adopt such a proactive attitude when something goes wrong with their clients. In fact, very easy, as most screw-ups happen just one customer at a time.

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