The document discusses brand valuation and the total brand value, which has both an economic value and social value. The economic value is most visible during acquisitions when a brand's value can increase a company's shareholder value. Research-based, financially driven, and economic use approaches are used to value brands, with the economic use approach combining brand equity with financial measures. Brand valuation is now widely used for strategic brand management and financial transactions to increase shareholder value and properly account for brand assets.
The document discusses various approaches to valuing pharmaceutical brands. It covers the importance of brand valuation for strategic and financial decisions. Several approaches to brand valuation are described, including financial approaches like cost-based, market-based, and income-based methods. Cost-based approaches value a brand based on historical or replacement costs to develop the brand. Market-based approaches compare brand sales to guide valuations. Income-based approaches quantify the price premium consumers pay for branded products over generic alternatives.
Financial applications for brand valuation_Interbrand_MikeRochaMichael Rocha
The document discusses various financial applications for brand valuation, including brand management, strategy/business case development, and financial applications. It provides examples of how Interbrand has used brand valuation to help clients with investor relations, mergers and acquisitions, licensing and royalty rates, tax valuations, and other matters. The document also describes Interbrand's brand valuation methodology and how it assesses both internal and external factors to evaluate brand strength.
The document discusses operational excellence and strategies for achieving it. It outlines three principles of strategy: making difficult choices with limited information, starting to act even without being entirely sure, and learning and modifying plans through trial and error. It also discusses differentiating strategies and cases where companies succeeded by focusing on innovation, customer intimacy, or operational efficiency rather than copying competitors. The document provides examples of how implementing processes like six sigma, business process reengineering, and lean methodology can help companies achieve operational excellence through benefits like reduced costs, improved productivity, quality and customer satisfaction.
This document provides an overview of brand accounting including:
- The meaning and elements of brands as well as home-grown brands.
- The identification of brands as strategic assets and the objectives/purposes of brand accounting such as real economic value and future profitability.
- The valuation approaches for acquired and self-generated brands which include historical cost, replacement cost, market price, and income approaches. Factors affecting valuation and difficulties in brand accounting are also discussed.
- Numerical examples are provided to illustrate the calculation of brand value using different approaches such as replacement cost and income approach.
Measuring outcomes of brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (25th April 2014)
The document discusses benchmarking, which is the process of comparing business processes and performance metrics to industry best practices. It describes the benchmarking process, including identifying goals and key performance indicators. Benchmarking involves collecting quantitative data on metrics like costs, quality, productivity and market share from a "target firm" considered a leader in those areas. The goals are to identify performance gaps and develop action plans to improve processes based on the benchmark findings. Managing benchmarking requires training, strategy development and monitoring progress over time.
NEED OF BRAND VALUATION: A brand can be valued anytime and for many reasons, that includes- Brand strategy, Financial Reporting, Mergers and acquisitions, value reporting, licensing, legal transaction, accounting, strategic planning, management information, taxation planning and compliance, liquidation.
The document discusses brand valuation and the total brand value, which has both an economic value and social value. The economic value is most visible during acquisitions when a brand's value can increase a company's shareholder value. Research-based, financially driven, and economic use approaches are used to value brands, with the economic use approach combining brand equity with financial measures. Brand valuation is now widely used for strategic brand management and financial transactions to increase shareholder value and properly account for brand assets.
The document discusses various approaches to valuing pharmaceutical brands. It covers the importance of brand valuation for strategic and financial decisions. Several approaches to brand valuation are described, including financial approaches like cost-based, market-based, and income-based methods. Cost-based approaches value a brand based on historical or replacement costs to develop the brand. Market-based approaches compare brand sales to guide valuations. Income-based approaches quantify the price premium consumers pay for branded products over generic alternatives.
Financial applications for brand valuation_Interbrand_MikeRochaMichael Rocha
The document discusses various financial applications for brand valuation, including brand management, strategy/business case development, and financial applications. It provides examples of how Interbrand has used brand valuation to help clients with investor relations, mergers and acquisitions, licensing and royalty rates, tax valuations, and other matters. The document also describes Interbrand's brand valuation methodology and how it assesses both internal and external factors to evaluate brand strength.
The document discusses operational excellence and strategies for achieving it. It outlines three principles of strategy: making difficult choices with limited information, starting to act even without being entirely sure, and learning and modifying plans through trial and error. It also discusses differentiating strategies and cases where companies succeeded by focusing on innovation, customer intimacy, or operational efficiency rather than copying competitors. The document provides examples of how implementing processes like six sigma, business process reengineering, and lean methodology can help companies achieve operational excellence through benefits like reduced costs, improved productivity, quality and customer satisfaction.
This document provides an overview of brand accounting including:
- The meaning and elements of brands as well as home-grown brands.
- The identification of brands as strategic assets and the objectives/purposes of brand accounting such as real economic value and future profitability.
- The valuation approaches for acquired and self-generated brands which include historical cost, replacement cost, market price, and income approaches. Factors affecting valuation and difficulties in brand accounting are also discussed.
- Numerical examples are provided to illustrate the calculation of brand value using different approaches such as replacement cost and income approach.
Measuring outcomes of brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (25th April 2014)
The document discusses benchmarking, which is the process of comparing business processes and performance metrics to industry best practices. It describes the benchmarking process, including identifying goals and key performance indicators. Benchmarking involves collecting quantitative data on metrics like costs, quality, productivity and market share from a "target firm" considered a leader in those areas. The goals are to identify performance gaps and develop action plans to improve processes based on the benchmark findings. Managing benchmarking requires training, strategy development and monitoring progress over time.
NEED OF BRAND VALUATION: A brand can be valued anytime and for many reasons, that includes- Brand strategy, Financial Reporting, Mergers and acquisitions, value reporting, licensing, legal transaction, accounting, strategic planning, management information, taxation planning and compliance, liquidation.
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
This document discusses brand valuation, including its meaning, need, and methods. Brand valuation is defined as calculating the value of a brand or the amount someone would pay for it. It is needed for brand strategy, financial reporting, mergers and acquisitions, and more. Traditional methods include cost-based, market-based, and income-based approaches. The income-based relief from royalty method and premium price method estimate value based on royalty rates and price premiums. Research-based approaches use consumer behavior metrics and brand attributes/scores. Brands account for over one-third of shareholder value on average.
The document discusses brand valuation and provides information on:
1) What brand valuation is and why it is important as brands make up most of company value today rather than tangible assets.
2) The main methods for valuing brands including discounted cash flow, price premia, and book to market.
3) How brand valuation became more standardized over the last 30 years and is now accepted under IFRS accounting standards.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands.
2. Financial reports were analyzed to forecast cash flows over 5 years and in perpetuity, brand strength and role in purchase decisions were surveyed.
3. IBM was valued highest at $39,980 million, followed by HP at $23,980 million, and Dell at $557 million based on discounting brand earnings using brand strength-adjusted discount rates derived from Interbrand's methodology.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
Brand valuation provides a strategic tool to quantify the value of a brand and assess its performance and contribution to business results. It considers the brand's influence on customers, employees, and investors. Interbrand's methodology measures the brand's financial performance, role in purchase decisions, and strength through factors like clarity, commitment, protection, and responsiveness. Brand valuation helps companies set strategy, invest in brands, and communicate their value to stakeholders.
Benchmarking is a process for comparing business processes and performance metrics to industry bests and best practices from other companies. It originated with land surveyors but now refers to organizations examining how others perform particular activities better in order to improve their own performance. Companies benchmark to identify areas for improvement and accelerate change by learning from high-performing models. There are various types of benchmarking including process, financial, product, and strategic benchmarking. The basic benchmarking methodology involves planning what and who to benchmark against, analyzing performance gaps, and implementing improvements based on findings.
How to beat the competition with smart market positioning
What is a competitive advantage? What is positioning? Cost leadership/ differentiation. How can you assess the competition?
The document discusses key concepts related to business strategy including core competencies, capabilities, strategic planning, and defining a company's mission and vision.
The main points are:
1) A firm's success depends on having distinctive capabilities and core competencies that are difficult for competitors to imitate. These provide the strategic platform for the business.
2) It is important to define what business a company is truly in based on customer needs, rather than just products. The mission statement should communicate the company's core values, purpose, and goals.
3) Developing the right marketing strategy is key to exploiting a company's strengths and selecting the right target markets that fit its capabilities.
The document discusses key aspects of developing capabilities and achieving corporate success. It states that firms must design offerings for well-defined markets and focus on being part of the value delivery process rather than just making and selling products. It also discusses examining costs and capabilities, benchmarking against competitors, and coordinating inter-departmental activities to improve core business processes. Core competencies provide the strategic platform for long-term profitability and competitive advantage. The document emphasizes identifying capability gaps and investing in capabilities rather than individual business units. Measuring added value through output minus input costs is key to assessing corporate success.
planning , sales forecasting and budgetingSunil Chichra
This chapter discusses strategic planning, sales forecasting, and budgeting. It covers key topics like developing sales strategy from marketing strategy, approaches to sales forecasting, common forecasting methods, and the purpose and process of creating a sales budget. Marketing plays an important role in strategic planning by providing customer insights and developing competitive advantages. Sales forecasts can be created using qualitative methods like executive opinions or quantitative methods like regression analysis. The sales budget estimates sales volumes and expenses to help with planning, coordination, and control.
Benchmarking is a process that involves comparing business processes and performance metrics to industry bests and best practices from other companies. The main types of benchmarking are internal, competitive, and strategic. Internal benchmarking involves comparing departments or processes within a company, competitive benchmarking involves comparing a company to its direct competitors, and strategic benchmarking involves studying highly successful companies outside a company's direct industry. Benchmarking typically follows a six step process: deciding what to benchmark, understanding current performance, planning the benchmark study, studying other companies, learning from collected data, and using findings to improve performance. The ultimate goal of benchmarking is to identify gaps and opportunities for improvement by learning from higher performing companies or departments.
The document discusses operational excellence and business strategies. It recommends adopting a three pillar approach of capital effectiveness, asset productivity, and operations risk management. It promotes the use of six sigma methodologies to drive financial benefits, improve processes, and increase customer satisfaction. Finally, it proposes initiating operational excellence efforts at the company by setting up a team to identify improvement opportunities and complete projects in a phased manner over several months.
The document discusses operational excellence and outlines key principles for achieving it. It emphasizes making difficult choices based on available information, taking action even with uncertainty, and adjusting strategies through learning. It also stresses the importance of developing a differentiated strategy and cites examples where companies succeeded by focusing on new competitive dimensions rather than competing on existing terms. Overall the document provides a framework for operational excellence through strategic management, Six Sigma methodology, and setting up a measurement system to track performance and drive continuous improvement.
How to Grasp terminologies like Strategy and operation in basic level, and demonstrate this understanding in real life , i am taking the hand for how the strategy and operation should work together for safe and sustainable business run
KNOW EVERYTHING ABOUT BUSINESS VALUATION BEFORE MAKING DECISIONSKarthik659628
Business valuation also aids in the development of long-term business strategies. Previous valuations might be utilized as benchmarks to help the firm strategize its growth ambitions. Business valuation is a key procedure that assists a firm owner in understanding numerous components of a business, making it useful to the owner.
Know more on: https://www.aranca.com/valuation-and-financial-advisory-services.php
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
This document discusses brand valuation, including its meaning, need, and methods. Brand valuation is defined as calculating the value of a brand or the amount someone would pay for it. It is needed for brand strategy, financial reporting, mergers and acquisitions, and more. Traditional methods include cost-based, market-based, and income-based approaches. The income-based relief from royalty method and premium price method estimate value based on royalty rates and price premiums. Research-based approaches use consumer behavior metrics and brand attributes/scores. Brands account for over one-third of shareholder value on average.
The document discusses brand valuation and provides information on:
1) What brand valuation is and why it is important as brands make up most of company value today rather than tangible assets.
2) The main methods for valuing brands including discounted cash flow, price premia, and book to market.
3) How brand valuation became more standardized over the last 30 years and is now accepted under IFRS accounting standards.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands.
2. Financial reports were analyzed to forecast cash flows over 5 years and in perpetuity, brand strength and role in purchase decisions were surveyed.
3. IBM was valued highest at $39,980 million, followed by HP at $23,980 million, and Dell at $557 million based on discounting brand earnings using brand strength-adjusted discount rates derived from Interbrand's methodology.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
Brand valuation provides a strategic tool to quantify the value of a brand and assess its performance and contribution to business results. It considers the brand's influence on customers, employees, and investors. Interbrand's methodology measures the brand's financial performance, role in purchase decisions, and strength through factors like clarity, commitment, protection, and responsiveness. Brand valuation helps companies set strategy, invest in brands, and communicate their value to stakeholders.
Benchmarking is a process for comparing business processes and performance metrics to industry bests and best practices from other companies. It originated with land surveyors but now refers to organizations examining how others perform particular activities better in order to improve their own performance. Companies benchmark to identify areas for improvement and accelerate change by learning from high-performing models. There are various types of benchmarking including process, financial, product, and strategic benchmarking. The basic benchmarking methodology involves planning what and who to benchmark against, analyzing performance gaps, and implementing improvements based on findings.
How to beat the competition with smart market positioning
What is a competitive advantage? What is positioning? Cost leadership/ differentiation. How can you assess the competition?
The document discusses key concepts related to business strategy including core competencies, capabilities, strategic planning, and defining a company's mission and vision.
The main points are:
1) A firm's success depends on having distinctive capabilities and core competencies that are difficult for competitors to imitate. These provide the strategic platform for the business.
2) It is important to define what business a company is truly in based on customer needs, rather than just products. The mission statement should communicate the company's core values, purpose, and goals.
3) Developing the right marketing strategy is key to exploiting a company's strengths and selecting the right target markets that fit its capabilities.
The document discusses key aspects of developing capabilities and achieving corporate success. It states that firms must design offerings for well-defined markets and focus on being part of the value delivery process rather than just making and selling products. It also discusses examining costs and capabilities, benchmarking against competitors, and coordinating inter-departmental activities to improve core business processes. Core competencies provide the strategic platform for long-term profitability and competitive advantage. The document emphasizes identifying capability gaps and investing in capabilities rather than individual business units. Measuring added value through output minus input costs is key to assessing corporate success.
planning , sales forecasting and budgetingSunil Chichra
This chapter discusses strategic planning, sales forecasting, and budgeting. It covers key topics like developing sales strategy from marketing strategy, approaches to sales forecasting, common forecasting methods, and the purpose and process of creating a sales budget. Marketing plays an important role in strategic planning by providing customer insights and developing competitive advantages. Sales forecasts can be created using qualitative methods like executive opinions or quantitative methods like regression analysis. The sales budget estimates sales volumes and expenses to help with planning, coordination, and control.
Benchmarking is a process that involves comparing business processes and performance metrics to industry bests and best practices from other companies. The main types of benchmarking are internal, competitive, and strategic. Internal benchmarking involves comparing departments or processes within a company, competitive benchmarking involves comparing a company to its direct competitors, and strategic benchmarking involves studying highly successful companies outside a company's direct industry. Benchmarking typically follows a six step process: deciding what to benchmark, understanding current performance, planning the benchmark study, studying other companies, learning from collected data, and using findings to improve performance. The ultimate goal of benchmarking is to identify gaps and opportunities for improvement by learning from higher performing companies or departments.
The document discusses operational excellence and business strategies. It recommends adopting a three pillar approach of capital effectiveness, asset productivity, and operations risk management. It promotes the use of six sigma methodologies to drive financial benefits, improve processes, and increase customer satisfaction. Finally, it proposes initiating operational excellence efforts at the company by setting up a team to identify improvement opportunities and complete projects in a phased manner over several months.
The document discusses operational excellence and outlines key principles for achieving it. It emphasizes making difficult choices based on available information, taking action even with uncertainty, and adjusting strategies through learning. It also stresses the importance of developing a differentiated strategy and cites examples where companies succeeded by focusing on new competitive dimensions rather than competing on existing terms. Overall the document provides a framework for operational excellence through strategic management, Six Sigma methodology, and setting up a measurement system to track performance and drive continuous improvement.
How to Grasp terminologies like Strategy and operation in basic level, and demonstrate this understanding in real life , i am taking the hand for how the strategy and operation should work together for safe and sustainable business run
KNOW EVERYTHING ABOUT BUSINESS VALUATION BEFORE MAKING DECISIONSKarthik659628
Business valuation also aids in the development of long-term business strategies. Previous valuations might be utilized as benchmarks to help the firm strategize its growth ambitions. Business valuation is a key procedure that assists a firm owner in understanding numerous components of a business, making it useful to the owner.
Know more on: https://www.aranca.com/valuation-and-financial-advisory-services.php
Similar a 210447564-Final-Ppt-Brand-Valuations.ppt (20)
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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Benefits:
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- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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2. What is brand valuation ?
Brand valuation is the process used to
calculate the value of brands. Historically,
most of a company’s value was in tangible
assets such as property, stock, machinery or
land. This has now changed and the majority
of most company’s value is in intangible
assets, such as their brand name or names.
3. John Stuart, Chairman of Quaker said in about
1900, "If this business were split up, I would give
you the land and bricks and mortar, and I would
take the brands and trade marks, and I would
fare better than you."
4. Brand Elements
• Brand Name
• Brand Logos and Icons
– Colors
– Symbols
– Music/Earcons
• Celebrities or Personalities
• Advertising slogans and jingles
• Brand Alliances/Secondary Associations
– Co-branding
– Licensing
– Sponsorship
– Event Marketing
– Celebrity Endorsement
– Third-party Endorsements
6. COST BASED METHODS
• Brand Equity Based
on Accumulated
Costs
• Replacement value
• Using Conversion
Models
7. 1.Brand Equity Based on
Accumulated Costs
• The basis of this approach is that it aggregates all the
historical marketing costs as the value.
• The real difficulty here is determining the correct
classification as to what constitutes a marketing cost
and what does not.
– By way of an example, if an accountant spends
two days a month preparing reports for the
marketing department, is that a cost that can be
capitalized to the brand?
8. 2. Replacement value method
• Replacement cost is the cost of launching a
new brand is divided by its probability of
success.
• The advantage of this approach is that it is
easy to calculate.
• One problem with this approach is that it
neglects to take into account the success of
established brands
– A brand may be worth a $100 million. However the cost of
launching a brand may be $5 million with a 10% success
rate and it therefore has a value of $50 million
9. 3. Using Conversion Models
• In this model it estimate the amount of
awareness that needs to be generated in
order to achieve the current level of sales.
• This approach would be based on conversion
models, i.e., taking the level of awareness,
that induces trial, that induces regular
repurchase.
• The output may be used for two purposes:
one is to determine the cost of acquiring new
customers and the other would be the
replacement cost of brand equity
10. MARKET BASED METHOD
• Also known as relative method
• Assumption is that other firms in industry
are comparable to firm being valued
• Standard parameters used like earnings,
profit, book value
• Adjustments made for variances from
standard firms, these can be negative or
positive
11. Applicability
• Simple and easy to
use
• Useful when data of
comparable firms and
assets are available
Limitations
• Easy to misuse
• Selection of
comparable can be
subjective
• Errors in comparable
firms get factored into
valuation model
13. Comparable Approach
• This approach takes the premium (or some other
measure) that has been paid for similar brands
and applies this to brands that the company
owns.
• The advantage of this approach is that it is based
on what third parties are actually willing to pay
and it is easy to calculate.
• The shortcomings are that there is a lack of
detailed information on the purchase price of
brands and that two brands are seldom alike.
14. The Use of Real Options in Brand
Valuation
• The use of real options has been proposed for
the valuation of brand assets.
• The value of the brand is the value of the
underlying asset, and the cost of developing
the brand is the exercise price.
• This method may be useful in calculating the
potential value of line extensions
15. The Residual Method
• when the market capitalization is subtracted
from the net asset value, is equal to the value
of the "intangibles" one of which is the brand.
• There are two assumptions inherent in this
approach. The first is that the market is
efficient in the strong state (ie that ALL
information is included into the share price)
and the second, is that the assets are being
used to their full potential.
17. Royalty Relief Method
The Royalty Relief method is the most popular in
practice. It is premised on the royalty that a
company would have to pay for the use of the
trademark if they had to license it . The
methodology is as follows:
– Determine the underlining base for the calculation
(percentage of turnover, net sales or another base, or
number of units)
– Determine the appropriate royalty rate
– Determine a growth rate, expected life and discount
rate for the brand
18. Price Premium
• The premise of the price premium approach is that a
branded product should sell for a premium over a
generic product. The value of the brand is therefore the
discounted future sales premium.
• The major advantage of this approach is that it is
transparent and easy to understand. The relationship
between brand equity and price is easily explained.
• The disadvantages are where a branded product does
not command a price premium, the benefit arises on the
cost and market share dimensions.
19. Brand Value based on Future
Earnings
• In this approach the value attempts to determine
the earnings that arise from the brand.
• They would attempt to forecast the brand profit
and discount it back at an appropriate discount
rate
• The main drawback is trying to determine what
part of the profits are attributable to brand
equity and not other intangible factors.
22. 22
• Sintex Industries Ltd.
• Its 2010 annual report has a note that states:
• "In the year 2000-01, Sintex brand owned by the
company had been valued by Deloitte Haskins &
Sells, at a value as at the beginning of that year.
The value has been accounted for in the books by
debiting the Brand Value shown under the Fixed
Assets and by creating Brand Valuation Reserve
shown under Reserves and Surplus."
• The amount involved was Rs 165 crore.
23. 23
• Emami Ltd stated in its 2009 annual report
that intangible assets had been valued as
on March 31, 2009 by Ernst & Young at Rs
423 crore. This included Rs 265 crore for
brands. "Based on the said valuation, the
company's brands were accounted for in
the books of accounts in the year 1999-
2000. The resulting amount was credited
to Revaluation Reserve," states Emami.
24. 24
• Kitply's annual report of 2009-2010 spoke
of brand valuation done in June 2005 by
Ernst & Young. "This has resulted in an
increase in the book value of the brand by
Rs 127.6 cr which was credited to
Revaluation Reserve Account in that year,"
it states.
25. CONCLUSION
No single approach will give all the answers to a correct
valuation. The starting point is to understand the
purpose of the valuation and what benefits the brand
delivers. Due to a lack of transparency of the workings
and the underlying assumptions, some managers are not
prepared to accept brand equity valuations. Provided
that information on the assumptions are made available
to managers, they can make their own judgments on
what the correct value should be. "Valuation is neither
the science that some of its proponents make it out to be
nor the objective search for true value that idealists
would like it to become. The models that we use in
valuation may be quantitative, but there is a great
reliance on subjective inputs and judgments. "Thus the
final value that we obtain from these models is coloured
by the bias that we bring into the process"