Global Brand Rankings

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2008 Rank	2007 Rank	Brand	Country of Origin	Sector	2008 Brand Value ($m)	Change in Brand Value
1	1		United States	Beverages	66,667	2%
		Coca-Cola has once again retained its status as the world’s most valuable brand. Proving that it still has a few tricks up its sleeve, current trends toward healthier diets have seen Coke shift focus to better-for-you drinks in the last year, with the launch of products like the vitamin and mineral enriched Diet Coke Plus and the continued push behind Coke Zero, which is now available in more than 80 countries. Coke has also worked hard to engage consumers, with innovative online campaigns such as “Design Your Own” that invited people to design their own Coke containers and share them with the world. 2008 66,667 2007 65,324 2006 67,000 2005 67,525 2004 67,394 2003 70,453 2002 69,637 2001 68,945
2	3		United States	Computer Services	59,031	3%
		Big Blue’s transformation from PC vendor to solutions provider continues. Recognizing that we live in an increasingly connected world, IBM has positioned itself as the partner of choice for businesses that operate across borders. This position has been solidified through a number of smart strategic acquisitions in recent years. Lenovo’s announcement to remove the IBM brand from the ThinkPad range earlier than planned will create more distance between the IBM name and PCs in customers’ minds, which in turn will clarify what the new IBM is really all about. 2008 59,031 2007 57,090 2006 56,201 2005 53,376 2004 53,791 2003 51,767 2002 51,188 2001 52,752
3	2		United States	Computer Software	59,007	1%
		Despite maintaining its position as one of the world’s biggest brands, Microsoft has had a slightly rocky year. The new operating system, Vista, was poorly received, not least of all by Intel, which refused to install it on its machines due to compatibility issues. The failed takeover of Yahoo! and Bill Gates’ decreasing role piled further pressure on a brand already struggling to articulate how its offering fits together. Looking ahead, the company is hoping a diversification from software into the broader online and entertainment arenas, coupled with a US$300 million advertising campaign starring Jerry Seinfeld, will breathe new life into the brand and pave the way for a brighter future. 2008 59,007 2007 58,709 2006 56,926 2005 59,941 2004 61,372 2003 65,174 2002 64,091 2001 65,068
4	4		United States	Diversified	53,086	3%
		Few companies are in as strong a position to push the green agenda as GE. Its Ecomagination program has been incredibly successful in raising sustainability awareness and has reflected positively on the brand. As GE continues to expand internationally it has a unique opportunity to shape the way that businesses all over the world approach sustainability and in doing so, can cement its green credentials. 2008 53,086 2007 51,569 2006 48,907 2005 46,996 2004 44,111 2003 42,340 2002 41,311 2001 42,396
5	5		Finland	Consumer Electronics	35,942	7%
		Despite increased competition from the likes of Apple, Nokia has solidified its position as the #1 mobile phone brand, increasing its global market share to 38%. The iPhone and the Blackberry have certainly raised consumer expectations of what devices can do, but Nokia has not stood still. It recently launched the E61 in direct response to the Blackberry and is currently developing the “Nokia Tube”, an eagerly awaited touch screen device that will see it compete head-to-head with the iPhone. It’s this spirit of constant innovation, coupled with an innate ability to segment its customers (be it on an attitudinal, geographical or demographic basis) that’s added to Nokia’s brand value this year. 2008 35,942 2007 33,696 2006 30,131 2005 26,452 2004 24,041 2003 29,440 2002 29,970 2001 35,035
6	6		Japan	Automotive	34,050	6%
		Toyota continues to benefit from the "green halo effect" of the Prius, which is still widely talked about in the media. Like its sister brand Lexus, Toyota has managed to control the perception of its national heritage where helpful, but also ply its trade as a truly global brand. 2008 34,050 2007 32,070 2006 27,941 2005 24,837 2004 22,673 2003 20,784 2002 19,448 2001 18,578
7	7		United States	Computer Hardware	31,261	1%
		Having just announced its most profitable quarter ever, Intel is reaping the benefits of continued innovation and a partnership with Apple that has seen it get inside some of the most desirable computers of the moment. Going forward the brand will shift half of its advertising budget to the Internet channel to better target technology-savvy consumers who are spending more and more time online. 2008 31,261 2007 30,954 2006 32,319 2005 35,588 2004 33,499 2003 31,112 2002 30,861 2001 34,665
8	8		United States	Restaurants	31,049	6%
		McDonald’s has never been a brand to sit still and its ability to adapt to consumer needs is almost as fast as its food. McDonald’s has been addressing the healthy eating issues that have dogged it in the past. Its french fries are now trans-fat free, and its offering of healthier meal options keeps increasing. Looking ahead, the chain aims to become the #1 destination for chicken and to significantly boost its coffee credentials by introducing 14,000 coffee bars at its US outlets. With specialist baristas serving cappuccinos and lattes at a time when consumers are less willing to fork out for a pricey Starbucks, it’s a shrewd move. Further afield, aggressive expansion in emerging markets will see 120 restaurants open in China and an innovative series of smaller kiosks sprout up in India. 2008 31,049 2007 29,398 2006 27,501 2005 26,014 2004 25,001 2003 24,699 2002 26,375 2001 25,289
9	9		United States	Media	29,251	0%
		The magic has stalled somewhat for Disney, with the brand taking a bit of a back seat to those it partners, and its core target becoming more distant from the Disney brand as a result. Still, the phenomenon of High School Musical and its spin-offs is keeping the tills singing around the world, and it’s also bearing rich fruit from its partnership with Pixar. As consumers upgrade to high-definition TV, Disney should see strong sales of its back-catalogue, offsetting the decline in profitability of theatrical releases. To really advance the brand, it needs to make big inroads with emerging markets, adapting its product to win over a whole new generation of families from different cultures. 2008 29,251 unchanged 2007 29,210 2006 27,848 2005 26,441 2004 27,113 2003 28,036 2002 29,256 2001 32,591
10	20		United States	Internet Services	25,590	43%
		Google is the undisputed king of the internet world and the last year has seen it gain even more ground against rivals. Innovations like Google Mobile, Google Docs & Spreadsheets and Google Book Search extend the brand’s reach and ubiquity and make it an increasingly important part of our everyday lives. Yet these projects wouldn’t be possible without its core business – 99% of its revenues come from advertising on its search result pages. Google’s meteoric rise from small start-up to corporate behemoth is not without its critics. As it becomes more powerful, the brand is forced to constantly tiptoe around the ever changing landscape of privacy and copyright laws. Google is increasingly tested by its unofficial corporate motto: “Don’t be evil.” 2008 25,590 2007 17,837 2006 12,376 2005 8,461
11	10		Germany	Automotive	25,577	9%
		The Mercedes-Benz E320 BLUETEC diesel was voted 2007 World Green Car by automotive journalists from 22 countries, endorsing the company’s environmental credentials. It has also benefited from increased demand for luxury cars in emerging markets. The brand recently launched a new visual identity and slogan (“The Star always shines from above”). Mercedes appear to be striking a powerful balance between tradition and forward thinking. 2008 25,577 2007 23,568 2006 21,795 2005 20,006 2004 21,331 2003 21,371 2002 21,010 2001 21,728
12	12		United States	Computer Hardware	23,509	6%
		By putting the consumer at the heart of product design, HP has received favorable coverage in all the right places. Never one to go down without a fight, the brand has made a concerted effort to boost the design credentials of its products, with a single design philosophy across the board. By creating a unified look and feel, along with consistent and intuitive interactivity, HP is creating a distinctive presence in the marketplace that will help it compete with its rivals. 2008 23,509 2007 22,197 2006 20,458 2005 18,866 2004 20,978 2003 19,860 2002 16,776 2001 17,983
13	13		Germany	Automotive	23,298	8%
		BMW reacted to the increased demand for cleaner cars that are cheaper to run by investing in fuel-efficient engines like its EfficientDynamics system. Currently, 40% of all cars sold have diesel engines. The brand is presenting efficiency as its future, with the proviso that driving pleasure won’t be compromised. Increased demand for luxury in emerging markets and well-built cars that hold their value has played into BMW’s hands. Look out for an emission-free small car in the near future. 2008 23,298 2007 21,612 2006 19,617 2005 17,126 2004 15,886 2003 15,106 2002 14,425 2001 13,858
14	16		United States	Personal Care	22,689	8%
		Gillette has maintained its high-profile with the US sponsorship of Major League Baseball and the Gillette Champions Program, a strong promotional initiative uniting three major sporting heroes. Continued expansion of the Fusion range into new markets during 2007 drove sales and helped solidify the leadership position of Gillette in the razors and blades market globally. New lines have helped it consolidate its positioning as “the best for men,” while the Venus razor has helped it gain big in the female side of the business, too. 2008 22,689 2007 20,415 2006 19,579 2005 17,534 2004 16,723 2003 15,978 2002 14,959 2001 15,298
15	15		United States	Financial Services	21,940	5%
		The changing market conditions in the industry have helped AmEx. While the competition are busy focusing on internal business issues, AmEx is free to expand market leadership and reorganize its corporate structure to better service customers. It increased its marketing and card-member spend by 20% from the year before, and launched new initiatives like the Plum card in the US. The brand furthered its aspirational status by investing in big celebrity advertising campaigns in the US and by forming some premium co-brand partnerships in Europe, such as with Harrods and BMW. 2008 21,940 2007 20,827 2006 19,641 2005 18,559 2004 17,683 2003 16,833 2002 16,287 2001 16,919
16	17		France	Luxury	21,602	6%
		Louis Vuitton continues to grow in all regions and behave quite unlike most other luxury brands. For the first time, it advertised on television with a travel-themed 90-second spot that was shot in France, Spain, India, and Japan. An aggressive expansion plan has seen 22 new stores open, including three in new markets, and the brand has enjoyed significant growth in its ready-to-wear footwear, watches, and accessories collections. 2008 21,602 2007 20,321 2006 17,606 2005 16,077 2004 6,602 2003 6,708 2002 7,054 2001 7,053
17	18		United States	Computer Services	21,306	12%
		Cisco has invested heavily in understanding what businesses and consumers need and the investment is starting to pay dividends, taking the brand from strength to strength. The business is positioning itself well for the Web 2.0 revolution and is developing tools to enable businesses to create stronger bonds with their customers. The acquisition of Pure Networks in July 2008 will also help to strengthen Ciscs networking credentials on the software side. 2008 21,306 2007 19,099 2006 17,532 2005 16,592 2004 15,948 2003 15,789 2002 16,222 2001 17,209
18	14		United States	Tobacco	21,300	0%
		With its hands becoming increasingly tied in western countries in the way it can market its products, Marlboro is focusing on emerging markets to increase its market share and position itself as leader to stem the growth of rivals. The brand will always be plagued by health concerns, but the successful introduction of Marlboro Suns, a smokeless tobacco product, and Marlboro Filter Plus, featuring extended filters, shows it’s working to reduce the negative health impacts of its range. Ultimately, the brand may well face decline as a more connected world means that emerging markets may change their cultural views on the effects of smoking quicker than expected. 2008 21,300 unchanged 2007 21,282 2006 21,350 2005 21,189 2004 22,128 2003 22,183 2002 24,151 2001 22,053
19	11		United States	Financial Services	20,174	-14%
		It’s no surprise that the US credit crunch has left a dent in the brand value of most financial services brands, but Citi is one of the worst affected. Negative news continues to plague the brand more than a year after the credit crisis began. It has been one of the more high-profile sufferers, being forced to announce eye-watering losses and cut thousands of jobs. New CEO, Vikram Pandit, has taken bold steps to refocus the business on its core areas, which has resulted in the closure of many unprofitable branches and the sell-off of some global operations. 2008 20,174 2007 23,442 2006 21,458 2005 19,967 2004 19,971 2003 18,571 2002 18,066 2001 19,005
20	19		Japan	Automotive	19,079	6%
		Honda has a genuine stance on sustainability, having introduced environmentally friendly cars early on. Its F1 team is, somewhat paradoxically, a showcase for its corporate citizenship program, Earthdreams. But it has failed to leverage these credentials as successfully as Toyota has in the media. Inventive marketing, such as the triumphant live parachute jump advertising, has contributed to the goodwill people feel towards the brand. 2008 19,079 2007 17,998 2006 17,049 2005 15,788 2004 14,874 2003 15,625 2002 15,064 2001 14,638
21	21		Republic of Korea	Consumer Electronics	17,689	5%
		Samsung has recently overtaken Sony as the world’s biggest producer of televisions. Its philosophy of bringing people the latest technology at a fair price has quickly made it a firm consumer favorite, while its phones are now second only to Nokia. Looking ahead, the brand realizes the importance of having stronger representation at the point of sale, so it will open more Samsung retail outlets to deliver the full brand experience. 2008 17,689 2007 16,853 2006 16,169 2005 14,956 2004 12,553 2003 10,846 2002 8,310 2001 6,374
22	New		Sweden	Apparel	13,840	New
		Posting strong sales in difficult conditions, the inexpensive, trend-conscious Swedish brand continues to grow into an industry leader. It is aggressively pursuing geographic expansion, specifically targeting China, Russia, the Middle East, and Egypt. It has tapped into celebrity culture with collections from Madonna, Kylie Minogue and Roberto Cavalli expanding the fan base of the brand and legitimizing its status on a world stage. Innovative channels for connecting with the consumer, such as MySpace and the Sims2 computer game, increase the frequency and depth of engagement. 2008 13,840 new
23	27		United States	Computer Software	13,831	11%
		Through strategic acquisitions, including that of Bridgestream Inc, Moniforce and, most significantly, BEA Systems, Oracle has established itself as a leader in middleware (software that connects components across networks). Its extended reach and offering bring customers an all-in-one service. 2008 13,831 2007 12,448 2006 11,459 2005 10,887 2004 10,935 2003 11,263 2002 11,510 2001 12,224
24	33		United States	Computer Hardware	13,724	24%
		Can anything slow the ascent of Apple? Its ability to identify new customer needs and deliver products of beautiful simplicity and desirability continue to put it in a league of its own. The latest iPods, iPhone and MacBook Air strike the perfect balance between coolness and mass appeal, while the in-store Apple Genius bars shift consumer expectations of what after sales service should be. Add to that the improved company stance on sustainability and Mr. Jobs and co. really do seem to be ticking all the boxes right now. 2008 13,724 2007 11,037 2006 9,130 2005 7,985 2004 6,871 2003 5,554 2002 5,316 2001 5,464
25	25		Japan	Consumer Electronics	13,583	5%
		Despite fierce global competition in the category, Sony has had a great year, thanks to the continued success of flagship brands, including Bravia, Vaio and Cyber-Shot, while the lower price of the PS3 has finally convinced consumers to bite. Sony also won the Blu-Ray versus HD DVD war, standing the brand in good stead for a future share of the high-definition market. Sony clearly understands the opportunities afforded by increased technology convergence. It unveiled a strategy to deliver movie, TV and gaming content through the PS3 and its Bravia TVs, while in the process, making the most of its vast entertainment assets in Sony BMG Music and Sony Pictures. By 2011, it plans to make 90% of its products network enabled. 2008 13,583 2007 12,907 2006 11,695 2005 10,754 2004 12,759 2003 13,153 2002 13,899 2001 15,005
26	26		United States	Beverages	13,249	3%
		Pepsi is fighting hard. Its online activity, content, and promotions are broad and interactive, but focused on a young market with an emphasis on sports promotions and pop music. Like Coke, it has given consumers a chance to personalize their own cans. It has even encroached on sacred territory by coloring its cans red in support of “Team China” in the year leading up to the 2008 Olympic Games. Pepsi’s environmental stance is also increasingly visible. It launched the “Have We Met Before” campaign, in which it printed messages and facts on cans to educate customers on the benefits of recycling and, in March 2008, it opened the first 100% green sports arena in the US. The recent, restricted launch of Pepsi Raw in the UK is the first new product in more than ten years. It’s made from all-natural ingredients and contains no artificial preservatives, colors, flavorings or sweeteners. It’s a compelling but tentative step into the healthier-drinks market. 2008 13,249 2007 12,888 2006 12,690 2005 12,399 2004 12,066 2003 11,777 2002 6,394 2001 6,214
27	23		United Kingdom	Financial Services	13,143	-3%
		Despite losing billions in the US market and being one of the fist major banks to suffer the effects of the US sub-prime lending crisis, HSBC has seen strong international growth, with a number of acquisitions under its belt and an increasing presence in Asia helping to stabilize the brand. 2008 13,143 2007 13,563 2006 11,622 2005 10,429 2004 8,671 2003 7,565
28	24		Switzerland	Beverages	13,056	1%
		Nescafe has benefitted from the increase in demand for premium coffees, with its “Connoisseur Coffee” range and café style coffees performing particularly well. It has taken on the role of educating the public on the health benefits of coffee and is beginning to engage and expand its customer base with online media. 2008 13,056 2007 12,950 2006 12,507 2005 12,241 2004 11,892 2003 12,336 2002 12,843 2001 13,250
29	29		United States	Sporting Goods	12,672	6%
		Despite increased competition from Adidas, Nike remains the world’s #1 sports brand. Smart partnerships are never far away from Nike. It teamed up with Apple to launch an innovative MP3 player/sneaker for runners and it’s making further inroads with emerging markets – helped, no doubt, by its sponsorship of China in the Beijing Olympics. Along with the successful launch of women’s innerware, Nike has been expanding its direct-to-consumer business, which it believes will continue to grow. Also online, the brand launched interactive consumer concepts like Nike ID and Nike + , creating an online buzz about the brand and new ways for fans to interact with it. 2008 12,672 2007 12,003 2006 10,897 2005 10,114 2004 9,260 2003 8,167 2002 7,724 2001 7,589
30	28		United States	Transportation	12,621	5%
		Responding to the downturn in the US economy, UPS expanded its online, supply chain, and freight services. International markets are playing an increased role, with UPS focusing on building strategic assets in China and India. The most profitable company in its sector, it is continuing to gain ground through aggressive marketing such as sponsorship of the Beijing Olympics and some major US ad campaigns. 2008 12,621 2007 12,013 2006 10,712 2005 9,923
31	34		Germany	Computer Software	12,228	13%
		SAP has continued to broaden its offering through key acquisitions, most notably that of Business Objects. The “Best Run Businesses” campaign has been successful in increasing the familiarity of the brand to different audiences, including small- and medium-sized businesses, which remain a strategic focus. This effort helps position SAP as more than just a software brand and paves the way for diversification further down the line. 2008 12,228 2007 10,850 2006 10,007 2005 9,006 2004 8,323 2003 7,714 2002 6,775 2001 6,307
32	31		United States	Computer Hardware	11,695	1%
		Despite sustained growth, Dell’s direct sales strategy has been suffering. The increasing importance of design and aesthetic appeal in personal computing means there’s been a greater shift to in-store purchase, where customers can see, feel and try things out before buying. This has changed the way Dell sells computers. In January 2008, it closed 140 retail kiosks that were, in effect, posh PR vehicles that didn’t sell products. To get PCs in front of people, Dell has partnered big retail brands like Walmart in the US, Bic Camera in Japan, and Carphone Warehouse in the UK, which has offered great exposure, but has limited the control Dell has over the way its products are presented and explained. 2008 11,695 2007 11,554 2006 12,256 2005 13,231 2004 11,500 2003 10,367 2002 9,237 2001 8,269
33	30		United States	Alcohol	11,438	-2%
		While still the beer of choice in the US, the King of Beers needs to ensure its personality to drinkers shines through in other countries if it’s to keep its crown. Non-beer alternatives have gained popularity in recent years, broadening consumer tastes. Following its recent takeover by InBev, the Budweiser brand should prosper given its flagship role within such a large international portfolio and the access it will gain to new markets. 2008 11,438 2007 11,652 2006 11,662 2005 11,878 2004 11,846 2003 11,894 2002 11,349 2001 10,838
34	22		United States	Financial Services	11,399	-21%
		Merrill Lynch is in the unenviable position of being among the worst hit by the credit-crisis. Without a retail side to their business to help support and balance the business, they’ve been left struggling with the reality of colossal losses. A brand which has traditionally thrived on a reputation for not being a risk taker, has seen its involvement in packaging sub-prime US homeowner securities spectacularly backfire. 2008 11,399 2007 14,343 2006 13,001 2005 12,018 2004 11,499 2003 10,521 2002 11,230 2001 15,015
35	38		Sweden	Home Furnishings	10,913	8%
		Ikea continues to focus on global expansion with new stores opening in 11 countries. One of the most stable brands in the world, its products are consistently innovative, stylish, and a great value – an unbeatable mix in times like these. Hoping to appeal to a new demographic of young people and to expand its brand recognition in new markets, Ikea reached a deal with Electronic Arts to create a special ad-on pack for the popular Sims 2 computer game featuring a wide range of Ikea products to decorate people’s virtual homes. 2008 10,913 2007 10,087 2006 8,763 2005 7,817 2004 7,182 2003 6,918 2002 6,545 2001 6,005
36	36		Japan	Computer Hardware	10,876	3%
		Traditionally known as a consumer brand, Canon is not as well positioned as some of its rivals to make a real impact on the business-to-business market despite attempts to refocus its activity. Advances in mobile phone technology continue to threaten sales of digital cameras, as consumers are increasingly happy to capture and send pictures via their phones. Canon has done well within the environmental agenda, launching an innovative calculator partly made from recycled Canon photocopiers. It has also demonstrated good growth potential in emerging markets. In India, Canon is opening stores targeting both businesses and consumers and marketing aggressively to reposition Canon as a lifestyle brand. 2008 10,876 2007 10,581 2006 9,968 2005 9,044 2004 8,055 2003 7,192 2002 6,721 2001 6,580
37	32		United States	Financial Services	10,773	-6%
		Despite having an innovative and more diversified business than many of its direct competitors, JP Morgan has still suffered at the hands of the US credit crunch. Along with a fall in overall performance, earnings per share fell 49%. Compared to the competitors, however, JPMorgan was not viewed as carrying as much risk and therefore did not suffer as much damage to its reputation. 2008 10,773 2007 11,433 2006 10,205 2005 9,455 2004 9,782 2003 9,120 2002 9,693
38	35		United States	Financial Services	10,331	-3%
		Even Goldman Sachs proved vulnerable to the economic turmoil in the US, especially in credit markets. Its shares were down a significant percentage from the previous year and it was forced to write off over $2 billion. Yet, the firm’s ability to manage its risks and still have time for philanthropy has kept it in people’s good books. Despite a fall, it has done better than many of its rivals and has actually strengthened its brand in relative terms. 2008 10,331 2007 10,663 2006 9,640 2005 8,495 2004 7,954 2003 7,039 2002 7,194 2001 7,862
39	40		United States	Food	9,710	4%
		The Kellogg’s brand continues to thrive, both in the US and overseas. The greater public awareness of healthy eating has put pressure on some of its higher salt and sugar content products, and the way its children’s products are marketed. This has been cleverly offset by a big push behind the benefits of its more healthy brands, such as Special K. Kellogg’s has vowed to reformulate many of its flagship brands to healthier recipes and meet self-imposed health standards over the next year and a half. Its healthy agenda was also supported by its purchase of Bear Naked – the second-biggest maker of granola behind Quakers in the US – a brand bursting with health benefits. 2008 9,710 2007 9,341 2006 8,776 2005 8,306 2004 8,029 2003 7,438 2002 7,191 2001 7,005
40	44		Japan	Consumer Electronics	8,772	13%
		In just a few short months, Nintendo pulled off something the gaming industry had been struggling to do for years – widen the market. With the phenomenal success of the Wii and DS consoles, Nintendo has fuelled the acceptance of video games as a form of entertainment for all age groups and genders, giving the games console a legitimate place in the living room and people’s hearts. Innovation continues to drive the brand as new concepts, such as Wii Fit and the Brain Training series, push the boundaries of what video games can be and the ways in which people can engage with them. 2008 8,772 2007 7,730 2006 6,559 2005 6,470 2004 6,479 2003 8,190 2002 9,219 2001 9,460
41	39		Switzerland	Financial Services	8,740	-11%
		Overall, UBS was one of the brands hit the hardest by the credit crisis. It suffered massive losses on sizeable trading positions in the US and was hurt by the sudden collapse in the US mortgage securitization market. Disagreements on the inside fuelled a new lack of confidence that has damaged a brand that had always been known for its prudence. Litigation cases in the US have also contributed to reputational damage. Against this backdrop, expansion outside the US remained steady, but unspectacular, and UBS still has an over-reliance on partnerships. 2008 8,740 2007 9,838 2006 8,734 2005 7,565 2004 6,526
42	37		United States	Financial Services	8,696	-16%
		Morgan Stanley lost a lot of ground this year and will need to work hard to reclaim its position. Like many of its competitors, the bank has been involved in a class-action suit with shareholders outraged by its delay in disclosing the level of its exposure to mortgage-backed-securities in the US. Economic crisis aside, the brand is attempting to re-build trust by focusing on its illustrious heritage. 2008 8,696 2007 10,340 2006 9,762 2005 9,777 2004 11,498 2003 10,691 2002 11,205
43	42		Netherlands	Diversified	8,325	8%
		Philips has always been well-regarded in the electronics field and is leading the way when it comes to sustainability. It was awarded the Stars of Energy prize in 2008 in recognition of its work in energy preservation. The brand’s products are becoming increasingly diversified and, after recognizing healthcare as a key growth area, it has an innovative range of health diagnostic products at various stages of development. 2008 8,325 2007 7,741 2006 6,730 2005 5,901 2004 4,378 2003 4,464 2002 4,561 2001 4,900
44	New		Canada	Media	8,313	New
		The highly publicized merger and rebranding of Thomson Reuters has created one of the strongest players in the industry, with a big presence in high-growth regions such as India, China and the Middle East. It will take time for the brand to reach its true potential as the group restructures to become more efficient but, with exciting new services for mobile devices and increasingly intelligent data management, Thomson Reuters is shaping up to be one to watch. 2008 8,313 new
45	46		Italy	Luxury	8,254	7%
		One of the world’s most coveted luxury brands, Gucci can’t afford to rest on its laurels. With an increased brand communication budget of 41.5% over last year, the brand has capitalized on its lead positioning of creativity, quality, and the kudos of being “Made in Italy.” With a retail network it directly owns and operates, Gucci has a firm grip on both its brand and the revenues it generates, something that will provide an advantage as it enters into emerging markets such as India. 2008 8,254 2007 7,697 2006 7,158 2005 6,619 2004 4,715 2003 5,100 2002 5,304 2001 5,363
46	48		United States	Internet Services	7,991	7%
		eBay has historically dominated the world of online auctions but there appear to be changes afoot. Recognizing that customers (both buyers and sellers) increasingly want to be able to trade without necessarily entering into an auction, eBay is encouraging fixed-price listings by making changes to its fee structure. This demonstrates responsiveness and a willingness to flex its business model to meet changing needs. However, the move also represents a shift away from its auction roots and makes its offering more closely resemble that of Amazon. International expansion has been good, though eBay is still struggling with the format in China and Japan, being forced to team up with partners with a better understanding of the local markets. Meanwhile, on home turf, its eBay Motors site is gaining momentum, thanks to a big promotional push. 2008 7,991 2007 7,456 2006 6,755 2005 5,701 2004 4,700
47	50		United States	Computer Services	7,948	9%
		As the world’s largest business processing outsourcer, Accenture has benefited from its solid track record of efficiency as businesses are now more cautious about how they spend. The brand is still benefiting from the halo effect of Tiger Woods, its celebrity sponsor, who reinforces the message that Accenture understands what it takes to be “high-performance.” 2008 7,948 2007 7,296 2006 6,728 2005 6,142 2004 5,772 2003 5,301 2002 5,182
48	43		Germany	Diversified	7,943	3%
		Siemens has led the charge in reaching consumers in emerging markets. With increased investments in infrastructure and services aimed at an older demographic, it has increased demand for its services in some interesting places. An investment in sustainable technologies and energy solutions, along with a willingness to be a spokesman on the subject, is helping frame the brand in a progressive light. However, a lack of strong brand communications, coupled with reputational damage following a recent corruption scandal have limited brand value growth. 2008 7,943 2007 7,737 2006 7,828 2005 7,507 2004 7,470 2001 1,029
49	41		United States	Automotive	7,896	-12%
		Despite recent changes to the product portfolio, Ford has struggled to convince consumers that it does more than just produce big cars with big engines. This is a problem of momentum – having invested heavily in owning the big-truck space in the past, it’s taking time to shift its image. This isn’t helped by negative media coverage on the company’s performance, undermining confidence in the brand with internal and external audiences. Ford has started the change process and is producing smaller vehicles in the US, but needs to communicate with customers and employees to re-establish its reputation. 2008 7,896 2007 8,982 2006 11,056 2005 13,159 2004 14,475 2003 17,066 2002 20,403 2001 30,092
50	45		United States	Automotive	7,609	-1%
		Despite its rich heritage and cult following, Harley-Davidson saw a 9% fall in revenues in the US, suggesting it is struggling to stay relevant with its home audience. Things look rosier overseas where it grew sales by 40% by focusing on non-core audiences, such as women and younger adults, particularly in Asia. The brand has enjoyed real equity in the past, but it needs to find new ways to engage consumers to make sure the same is true of its future. 2008 7,609 2007 7,718 2006 7,739 2005 7,346 2004 7,057 2003 6,775 2002 6,266 2001 5,532
51	51		France	Personal Care	7,508	7%
		L’Oréal has reinforced its position as one of the world’s most prominent cosmetics companies by successfully expanding into emerging markets. It has also taken advantage of the growing demand for male grooming products by using celebrities to endorse the brand. The brand continues to use the slogan “Because You’re Worth It” - a consistent message that helps to reinforce its identity. 2008 7,508 2007 7,045 2006 6,392 2005 6,005 2004 5,902 2003 5,600 2002 5,079
52	52		United States	Media	7,193	4%
		As a youth brand, MTV is expected to keep up with the times. In this era of social networking and user generated content, it has made the most of online and mobile channels, adapting content to suit these audiences and choosing partners that can help it to reach them in new and exciting ways. But it’s the brand’s activities in emerging markets that could reap the biggest rewards. An expanded influence in China and India sits alongside real headway in Arabic markets, as North Africa and the Middle East adopt a more relaxed cultural attitude and music increases in popularity. 2008 7,193 2007 6,907 2006 6,627 2005 6,647 2004 6,456 2003 6,278 2002 6,078 2001 6,599
53	54		Germany	Automotive	7,047	8%
		This was another brand to benefit from the deserved German reputation for solidity and reliability. VW has moved to overtly own this territory with the simple, category-claiming tagline, “Das Auto.” Walter de Silva, the group’s new design chief, set threefold goals for the group in an attempt to create a distinctive look for the brand: (1) create an identifiable design for each VW brand; (2) create a unique face for the Golf and build a family of derivatives; and (3) simplify the design of future VW cars. 2008 7,047 2007 6,511 2006 6,032 2005 5,617 2004 6,410 2003 6,938 2002 7,209 2001 7,338
54	47		United States	Financial Services	7,022	-6%
		The negative press surrounding the US financial services industry, as well as AIG’s infighting and slowness to acknowledge errors publicly, has damaged the brand relative to more agile competition. AIG is on the defensive, with less effort being spent on rebuilding its diminished image and a renewed focus on its balance sheet. 2008 7,022 2007 7,490
55	49		France	Financial Services	7,001	-4%
		Although its making some strategic acquisitions in relatively stable emerging markets, AXA has not been immune to negative market conditions. Market sentiment has dented its share price and a series of blunders led to clients being reimbursed for poor management of their accounts, all at a time when consumer trust in the US financial sector is at an historic low. 2008 7,001 2007 7,327
56	53		United States	Food	6,646	2%
		With sales struggling, Heinz has embarked on an awareness drive, supported by some innovative products (it is planning to launch 100 new lines around the world this year). The continued success of the brand is driven by growth in emerging markets, particularly in Russia, India, China, Indonesia, and Poland. 2008 6,646 2007 6,544 2006 6,223 2005 6,932 2004 7,026 2003 7,097 2002 7,347 2001 7,062
57	57		United States	Personal Care	6,437	7%
		Colgate’s brand growth this year can be attributed to an increase in advertising spend, resulting in exceptional sales growth. New products have been successfully launched, both in the US and internationally. The launches have been supported by fully integrated campaigns that make the most of online interactivity to engage with consumers. 2008 6,437 2007 6,025 2006 5,633 2005 5,186 2004 4,929 2003 4,686 2002 4,602 2001 4,572
58	62		United States	Internet Services	6,434	19%
		The world’s biggest bookstore gets bigger, largely due to a shift in focus away from books. Amazon is fast becoming a super-mall, selling everything from toys, jewelry, clothes, and electronics alongside its core offering of books, CDs, DVDs and games. Recent innovations include the Kindle (a wireless e-book reading device), Amazon MP3, DRM free music downloads, Checkout (Amazon’s own online payment system to rival PayPal) and the successful Amazon Prime unlimited free shipping service, which encourages repeat custom. Behind the scenes Amazon’s web-services offering gives 330,000 developers access to some of Amazon’s technology in exchange for a fee. 2008 6,434 2007 5,411 2006 4,707 2005 4,248 2004 4,156 2003 3,403 2002 3,175 2001 3,130
59	56		United States	Computer Hardware	6,393	6%
		When it comes to printers and photocopiers, the hardware is becoming so cheap that it’s the cartridges and maintenance that are most profitable, making the B2B market more appealing than the consumer market. Xerox has long been associated with the B2B market, so it’s in a great position to be front of mind in business purchase decisions. And, by refocusing on services like document outsourcing and office solutions, it’s opening up a whole new market. With its recently refreshed identity, Xerox is positioned as a modern, dynamic provider that can adapt to the ever changing office world. 2008 6,393 2007 6,050 2006 5,918 2005 5,705 2004 5,696 2003 5,578 2002 5,308 2001 6,019
60	58		France	Luxury	6,355	9%
		Regarded as one of the world’s most iconic fashion brands, Chanel maintains its desirability through classic appeal that is constantly being reinterpreted for modern times. More affordable ranges are offered in limited quantities and, during the fears of recession, Chanel has maintained price points and exclusive positioning. Familiarity with the brand is sure to rocket following the release of the biopic “Coco avant Chanel.” 2008 6,355 2007 5,830 2006 5,156 2005 4,778 2004 4,416 2003 4,315 2002 4,272 2001 4,265
61	59		United States	Food	6,105	6%
		Chewing gum sales may be down in the US, but this has not stopped Wrigley's from continuing its expansion internationally, including a growing presence in the Chinese market, thanks to specially tailored flavors and packagingWrigley's are working hard to reduce any negative health associations through clever partnerships with organizations like the American Dental Association, which gave the Extra and Orbit brands its seal of approval – the first gums ever to receive the accolade. The recent acquisition by Mars should provide Wrigley’s with greater resources to further build their brand. 2008 6,105 2007 5,777 2006 5,449 2005 5,543 2004 5,424 2003 5,057 2002 4,747 2001 4,530
62	64		Spain	Apparel	5,955	15%
		Having expanded into eight new territories in the last two years, Zara is now a truly global force, with operations in 72 countries. It owes its status as the master of impulse shopping to its truly original business model. The retail stores are not just the end of a highly efficient supply chain, they are the beginning of the design process. Design input comes from market specialists and buyers as well as designers, so its fast fashion is directly customer-driven. The weekly rollout of new stock gives people a reason to visit more regularly than most outlets, and the price point makes spontaneous purchase highly likely. How do you buck a downward trend? Give the people what they want. 2008 5,955 2007 5,165 2006 4,235 2005 3,730
63	63		Switzerland	Food	5,592	5%
		While increased advertising spend has helped keep Nestlé relevant in established markets, it’s geographic expansion and an expanding product range that keep the brand growing. With such an extensive offering it’s inevitable that negative news stories and health scares will never be far away, and this year it’s the presence of potentially harmful Bisphenol A in baby formula cans that made the headlines. 2008 5,592 2007 5,314 2006 4,932 2005 4,744 2004 4,529 2003 4,460 2002 4,430
64	60		United States	Restaurants	5,582	-2%
		Dogged by the poor health perceptions of fried foods, the brand is taking strides to become more health conscious by piloting grilled chicken in selected US markets. KFC is also trying to appeal to diners for breakfast and lunch, as well as dinner, with portable options catering to those mealtimes. Like many of the brands in this year’s ranking, KFC is expanding by looking to emerging markets to back up flagging domestic sales, and is adjusting its menu to suit. In China, for example, diners can enjoy fried dough and preserved egg porridge along with their chicken. 2008 5,582 2007 5,682 2006 5,350 2005 5,112 2004 5,118 2003 5,576 2002 5,346 2001 5,261
65	55		United States	Internet Services	5,496	-9%
		Despite continued innovations, such as Yahoo Mobile, and its dominance in many markets, the brand has suffered at the hands of a failed takeover by Microsoft. Ironically, by declaring that the offer “undervalued” the brand, its rejection has resulted in lawsuits, management shake-ups, and strategic activities that have subsequently reduced its perceived value and angered shareholders. 2008 5,496 2007 6,067 2006 6,056 2005 5,256 2004 4,545 2003 3,895 2002 3,855 2001 4,378
66	67		France	Food	5,408	8%
		Danone has joined the barrage of western brands making inroads in Asia and has successfully introduced a wide range of products in new markets. Following a prolonged restructuring of the business, a new focus on health products is bearing fruit as Danone reorganizes its offerings to cater to health-conscious consumers and shareholders. 2008 5,408 2007 5,019 2006 4,638 2005 4,513 2004 4,488 2003 4,237 2002 4,054
67	68		Germany	Automotive	5,407	11%
		Audi has shown the biggest gains in the sector by focusing on good, sustainable, recognizable design and smart positioning. It has focused heavily on engine efficiency and emphasized the diesel range. A reputation for reliability plays well to a market looking for vehicles that hold value, and it has made considerable advances in aligning the range under a consistent design philosophy. In emerging territories like India, where it began production this year, Audi has positioned itself well for the growing high-end luxury market. 2008 5,407 2007 4,866 2006 4,165 2005 3,686 2004 3,288
68	66		United States	Diversified	5,288	5%
		Caterpillar has been one of the major beneficiaries of the rapid growth of emerging markets. As the world’s largest maker of construction and mining equipment, diesel and natural gas engines and industrial gas turbines, it is in an enviable position as these new markets expand at an extraordinary rate. From a brand-building point of view, its sponsorship of NASCAR in the US and a strong citizenship approach has helped soften its image. 2008 5,288 2007 5,059 2006 4,580 2005 4,085 2004 3,801 2003 3,363 2002 3,218
69	65		United States	Personal Care	5,264	3%
		While valiantly trying to crack new markets, Avon’s real success has been in its traditional heartland. Although progress has been slow in the Far East and Latin America, a global rebranding campaign featuring Reese Witherspoon has raised its profile. 2008 5,264 2007 5,103 2006 5,040 2005 5,213 2004 4,849 2003 4,631 2002 4,399 2001 4,369
70	69		Germany	Sporting Goods	5,072	6%
		The constant evolution and re-investment in its brand has helped Adidas become one of the leaders in the industry, second only to Nike. The acquisition of Reebok and some well-chosen sponsorships have kept it in the headlines and, more importantly, on the shirts and sneakers of some of the world’s biggest sporting heroes. The tagline “Impossible is Nothing,” much like “Just Do It,” enables it to talk to consumers both inside and outside the sporting world, broadening its appeal as a sporty fashion brand with attitude. 2008 5,072 2007 4,767 2006 4,290 2005 4,033 2004 3,740 2003 3,679 2002 3,690 2001 3,650
71	71		Switzerland	Luxury	4,956	8%
		Rolex is the world’s biggest luxury watch brand. The secret to its success has been a long-term view on its relationship with consumers, focusing on performance and continuity – something demonstrated by the great value collectors put on vintage Rolex watches. Recent investments follow this strategy, with enhanced after-sales services and distribution benefiting from increased spending. 2008 4,956 2007 4,589 2006 4,237 2005 3,906 2004 3,720 2003 3,673 2002 3,686 2001 3,701
72	72		Republic of Korea	Automotive	4,846	9%
		Korea’s national brand champion (and the world’s 6th-biggest car manufacturer) now adds, as standard equipment, many of the advanced features of its higher-priced rivals – from both western and eastern sides of the globe. Paralleling Toyota’s Lexus, Hyundai has launched an upmarket prestige car brand under the name Genesis, using the Super Bowl football broadcast – the world’s most expensive commercial air time – to publicize the new range and, along with a refined digital strategy, to promote the Hyundai brand in the US. As fuel prices soar, environmental concerns increase, and the economy shows signs of weakness, it is the smaller, cheaper, more efficient, far eastern manufacturers like Hyundai that stand to benefit. 2008 4,846 2007 4,453 2006 4,078 2005 3,480
73	New		Canada	Consumer Electronics	4,802	New
		It was only a matter of time before the brand, ubiquitous with corporate users, reached out to a wider consumer base and hit the big time. By concentrating more on style and introducing pocket-friendly models like the Pearl and Curve, the brand now appeals to an audience eager to embrace smarter phones with internet and email on the move. The only cloud on the horizon for BlackBerry could be the threat of Apple’s iPhone as the ultimate business phone. But with a raft of new 3G products of its own in the pipeline, such as the Bold, a flip-phone, and BlackBerry’s first touch-screen model – the Thunder – the world’s addiction to the nifty little devices looks set to continue. 2008 4,802 new
74	70		United States	Personal Care	4,636	1%
		Saddled with a brand name that’s in danger of being seen as a generic descriptor like Rollerblades or Walkman, Kleenex is once again trying to build equity in its brand name. Sponsorship of the Beijing Olympics gives a relevant (yet expensive) tie-in for award-winning tear-jerkers that work nicely with its emotional “let it out” campaign. 2008 4,636 2007 4,600 2006 4,842 2005 4,922 2004 4,881 2003 5,057 2002 5,039 2001 5,085
75	75		Germany	Automotive	4,603	9%
		Porsche has grown strongly in emerging markets like the Middle East, Russia, India, and China, where there is a growing demand for conspicuous status symbols with heritage. By broadening its product range with models like the Cayenne, Porsche has managed to appeal to a broader demographic, shedding the stigma of being an†80s Yuppie plaything, and has adopted a more grown-up, family-friendly persona. The build quality means they hold their value well, which is particularly positive in the current climate. 2008 4,603 2007 4,235 2006 3,927 2005 3,777 2004 3,646
76	73		France	Luxury	4,575	8%
		One of the most exclusive and prestigious fashion houses in the world continues to pursue a strategy of creativity, quality, know-how, and artisan spirit. A strategic refocus on geographic expansion has seen inroads in India and China and the high-profile opening of a store on Wall Street – one of 40 planned in 2008. 2008 4,575 2007 4,255 2006 3,854 2005 3,540 2004 3,376 2003 3,416
77	61		United States	Apparel	4,357	-20%
		When it comes to fashion retailing, the middle ground has always been a battleground, and lately you’d be forgiven for thinking that GAP has been on the losing side. Despite a slow increase in profits, thanks largely to cost-cutting, worldwide sales are in decline as budget-conscious consumers trade down or are lured away by more appealing competitors. Gap’s brand reputation has suffered through child labor issues in India and turning things around could take more than just boosting its online offering. 2008 4,357 2007 5,481 2006 6,416 2005 8,195 2004 7,873 2003 7,688 2002 7,406 2001 8,746
78	78		Japan	Consumer Electronics	4,281	4%
		With a strong line-up of products, Panasonic has made strides internationally and the brand has been helped by unifying all markets under the Panasonic brand name, replacing the historic Matsushita Electric Industrial Co. and National brand names in its native Japan. Once again it was a top sponsor of the Olympics this year, putting its name in front of the world. Panasonic’s Lumix camera and Viera television brand continue to do well and it’s benefiting from some wise industrial partnerships, particularly in the LCD arena. Taking a slightly different track to its rival Sony, Panasonic is continuing investment in the white goods sector, a profitable category ignored by its rival. 2008 4,281 2007 4,135 2006 3,977 2005 3,714 2004 3,480 2003 3,257 2002 3,141 2001 3,490
79	83		Switzerland	Luxury	4,236	10%
		Performing exceptionally well in jewelry and watches, Cartier is now looking to China to boost revenues, growing the number of outlets to capitalize on the strong demand from the Asian market. Looking ahead, the resilient nature of high-end consumers leaves Cartier in a strong position, even against the backdrop of the current economic climate. 2008 4,236 2007 3,852 2006 3,360 2005 3,050 2004 2,749
80	79		United States	Luxury	4,208	5%
		Tiffany & Co.’s consistent brand strategy and focus on the customer experience ensure that, regardless of economic conditions, people will always find a little sparkle when they walk through the doors. That said, a positioning of “affordable luxury” may leave the brand exposed if mainstream consumers continue to cut back on luxury spending while highly affluent consumers stay loyal to the ultra-premium end of the market. It will be interesting to see how consumers react to the new “Collections” store format. 2008 4,208 2007 4,003 2006 3,819 2005 3,618 2004 3,638 2003 3,540 2002 3,482 2001 3,483
81	74		United States	Restaurants	4,097	-4%
		Squeezed by the desire for healthier eating, but from a cost-conscious consumer, Pizza Hut has worked hard to deliver affordable healthier options, such as “The Natural” pizza, to try and stay relevant. In the US, its new Bistro concept tries to attract a broader customer base, by marrying the restaurant’s traditional pizza and chicken wing menu with more upscale items, such as Chicken Florentine and Sausage and Pepper Rustica. Convenience has always been key in the pizza business and Pizza Hut has rolled out a mobile ordering system that uses the latest technology to bring pizzas to people’s doors. However, despite all of these innovations, Pizza Hut faces flat sales in core markets and, like other chains, is looking to China and India for sustained growth. 2008 4,097 2007 4,254 2006 4,694 2005 4,963 2004 5,050 2003 5,312 2002 6,046 2001 5,978
82	80		Germany	Financial Services	4,033	2%
		Thanks to a more conservative approach, Allianz has significantly improved its position over the competition since the US credit crunch. The brand is strong on ethics and honesty, and along with the prudent approach, this has been reinforced by the fact that they contact all customers over the age of 74 to make sure they understand the products they hold. In terms of growth, inroads in Scandinavia, Slovenia and Japan began to pay off. 2008 4,033 2007 3,957
83	85		France	Alcohol	3,951	6%
		Still mopping up after years of worldwide prosperity, Moet & Chandon have continued to display strength and confidence in its brand by increasing its price, in spite of changing economic conditions. Where it has been most successful is in continuing to transform the category from being seen as something for a seasonal treat to an all year round drinking choice that is short-hand for “being fabulous.” As emerging markets continue to get a taste for the good life, this strategy will stand them in good stead for years to come. 2008 3,951 2007 3,739 2006 3,257 2005 2,991 2004 2,861 2003 2,524 2002 2,445 2001 2,470
84	84		United Kingdom	Energy	3,911	3%
		Following a couple of nightmarish years, BP is still trying to restore the value of its brand to 2006 levels. Revenue has been boosted by record oil prices, but its reputation has been tarnished further by problems and incidents in Alaska and Texas City, while instability in its Russian TNK-BP venture threatens to cause more harm. On a more positive note, BP is now seen as a leader in working towards greener energy. Its investments in sustainable energy sources work to reduce exposure to the price of oil and the ultimate threat of its exhaustion. 2008 3,911 2007 3,794 2006 4,010 2005 3,802 2004 3,662 2003 3,582 2002 3,390 2001 3,247
85	88		United States	Restaurants	3,879	7%
		Despite a challenging year for the business, Starbucks has focused its energies on rebuilding the brand. As the credit crunch bites, consumers are less willing to pay a premium for what has effectively become a daily staple. The success of Starbucks has made other outlets up their game, with brands like McDonald’s offering coffee arguably as good for a fraction of the price. In the US, Starbucks is cutting costs through layoffs and shutting down 600 under-performing shops. It’s a story repeated in Australia, where 61 of its 85 stores were closed as the brand offered no real benefit over local coffee houses. Despite its problems, Starbucks is fighting back by focusing on the experience of its outlets, exploring music and entertainment initiatives, and improving service by retraining baristas and engaging them with the brand. 2008 3,879 2007 3,631 2006 3,099 2005 2,576 2004 2,400 2003 2,136 2002 1,961 2001 1,757
86	81		Netherlands	Financial Services	3,768	-3%
		ING has continued to differentiate itself in the marketplace, emphasizing its reputation of being “easy to work with.” While the bank has been hit by the US financial crisis, it has not been effected as dramatically as some others within the industry. ING has continued to build awareness through advertising and its sponsorship of the Renault Formula One racing team. 2008 3,768 2007 3,880 2006 3,474 2005 3,177 2004 2,864
87	77		United States	Consumer Electronics	3,721	-10%
		Motorola has lost its category leadership position. Through a lack of innovation and growth into new segments, the brand is in serious decline. While innovative new products from Apple, Samsung, Nokia, and BlackBerry tap into fast-changing consumer needs, Motorola has been left behind and has seen its 2007 self-claimed 14% market share erode further. With the business due to be split into two divisions, time will tell if the changes can lead to a sharper focus. 2008 3,721 2007 4,149 2006 4,569 2005 3,877 2004 3,483 2003 3,103 2002 3,416 2001 3,761
88	89		United States	Consumer Electronics	3,682	2%
		The Duracell bunny just keeps on going, albeit without spectacular ascent. With many gadgets now favoring rechargeable lithium batteries, you’d be forgiven for thinking the market is shrinking. But driven by demand in developing markets, particularly in Latin America, where distribution has been vastly increased, the brand has built on the gains made last year. 2008 3,682 2007 3,605 2006 3,576 2005 3,679 2004 3,362 2003 3,438 2002 3,409 2001 4,140
89	91		United Kingdom	Alcohol	3,590	6%
		Smirnoff has continued to be the worldwide vodka of choice, with sales steadily growing in all markets, particularly the US. The launch of Smirnoff Ice Light is appealing to a more health-conscious female market and builds on the success of its vodka-based alcopops range. The brand has been engaging with consumers in new ways of late, making the most of interactive media such as blogs and video to appeal to younger drinkers, and building up a long list of action-movies where its products have been placed. 2008 3,590 2007 3,379 2006 3,032 2005 3,097 2004 2,975 2003 2,806 2002 2,723 2001 2,594
90	92		Japan	Automotive	3,588	7%
		Clever marketing in the US has maintained the perception that Lexus is an American brand, rather than Japanese. This is vital in a country where people prefer to buy home grown products. Elsewhere, the brand is seen as less exciting and sporty than its nearest rivals, BMW and Mercedes, but this hasn’t stopped its growth. It has invested heavily in hybrid cars with its sister brand Toyota. This makes it an increasingly popular choice in places like London where this technology is exempt from the Congestion Charge tax. 2008 3,588 2007 3,354 2006 3,070
91	94		Italy	Luxury	3,585	9%
		Prada has been the top spender on marketing and advertising among the luxury global brands. With the Chinese market expected to account for 10% of global sales by 2010, the region has been a key focus for development. The Prada phone, developed in conjunction with LG, was well received and helped the brand to reach new audiences. 2008 3,585 2007 3,286 2006 2,874 2005 2,760 2004 2,568 2003 2,535 2002 2,489
92	90		United States	Personal Care	3,582	4%
		The continued emphasis of family and ethical values has helped the Johnson & Johnson brand maintain a place in people’s hearts, with a wide range of products and partnerships doing the balance sheet no harm either. With the acquisition of Pfizer, the brand has become a worldwide force, which may, in time, stretch the perception of it being a family company. 2008 3,582 2007 3,445 2006 3,193 2005 3,040 2004 2,952 2003 2,706 2002 2,509
93	New		Italy	Automotive	3,527	New
		Ferrari has always been a highly desirable brand, but this year sees it break into the list for the first time. Increasing global prosperity over the last decade has made the brand increasingly attainable. Ferrari has managed the growth well by limiting production and maintaining a sense of exclusivity to the brand. Despite a fall in the value of the US dollar, (which made the car relatively more expensive in one of Ferrari’s key markets), the brand achieved record-breaking sales last year. This was supported by huge growth in emerging markets where the brand is increasingly bought as a status symbol. 2008 3,527 new
94	New		Italy	Luxury	3,526	New
		As one of the world’s most dynamic fashion brands, Armani has a long track record of promoting the luxury Italian lifestyle. But recent investments in new categories have helped the brand reach out to new audiences. The Armani brand now stretches into areas as diverse as fragrance (Armani Code), home furnishings (Armani Casa), technology (co-branding with Samsung) and hotels (the first Armani hotel opened in 2008 in Dubai). 2008 3,526 new 2006 2,783 2005 2,677 2004 2,613 2002 1,509 2001 1,490
95	87		France	Alcohol	3,513	-3%
		While emerging markets like China and Russia fuel growth, the Hennessy brand is in decline in the US as consumers switch to alternatives like whisky and other spirits. Recently the brand has tried to reinforce its brand message with an advertising campaign built on its values of “heritage” and “authenticity.” 2008 3,513 2007 3,638 2006 3,576 2005 3,201 2004 3,084 2003 2,996
96	New		United States	Hospitality	3,502	New
		With a classic approach to hospitality, Marriott has seen its focus on availability and assurance of service and quality pay dividends. By asserting itself as a class above competitors and continuing efforts to enhance its image among frequent business travellers, it has demonstrated a strong grasp of the industry. It has also generated positive press for its long-standing sustainability initiatives, including efforts to significantly reduce energy and carbon emissions across its network. As the brand embarks on an ambitious project to roll out a series of boutique hotels under the brand “Edition,” its place as a leading hospitality brand looks assured. 2008 3,502 new
97	93		Netherlands	Energy	3,471	4%
		Despite the problems affecting the industry, Shell has continued to bolster its strength internationally. It is one of the most recognizable petroleum brands in the world, with a presence in 110 countries and a reputation for being a good employer. Shell believes so strongly in its business principles that its set up a whistle-blowing website for employees worldwide to report any violations they come across and, like its peers, it is investing heavily in alternative energy sources. 2008 3,471 2007 3,331 2006 3,173 2005 3,048 2004 2,985 2003 2,983 2002 2,810 2001 2,844
98	96		Germany	Personal Care	3,401	9%
		Already a leader in skin care, it’s the expansion into areas such as hair care that’s helping the brand build on its success in the last few years. Nivea has demonstrated an ability to adapt to customer needs and tailor products for the Asian and Latin American markets. The “Beauty is” advertising campaign has resonated well around the world, presenting beauty as something that is within everybody and challenging traditional stereotypes of what is considered beautiful. 2008 3,401 2007 3,116 2006 2,692 2005 2,576 2004 2,409 2003 2,221 2002 2,059 2001 1,782
99	New		United States	Transportation	3,359	New
		Despite a downturn in the US market, FedEx is benefitting from the growth in global trade and has continued to strengthen its brand in emerging markets. Awareness has been raised after heavy investment in sponsorship and advertising, including a campaign for the rebranded Kinko’s, which is now called FedEx Office. 2008 3,359 new 2003 2,032 2002 1,919 2001 1,885
100	New		United States	Financial Services	3,338	New