| semion® brand€valuation 2004 |
| Rank |
Company / Brands |
Brand Value Mio. €URO |
+/- 00-04 |
+/- 03-04 |
Remarks to 2004 |
| 2004 |
2003 |
2000 |
2001 |
2002 |
2003 |
2004 |
| 1 |
1 |
DaimlerChrysler |
36.223 |
33.593 |
33.425 |
33.473 |
31.967 |
-12% |
-5% |
Image
loss in Asia pulls down the brand value |
| (2) |
(2) |
Mercedes |
20.458 |
20.962 |
20.752 |
21.018 |
20.682 |
1% |
-2% |
Quality problems; the brand neglects its promise |
| 3 |
4 |
BASF |
16.822 |
17.158 |
17.203 |
17.419 |
18.116 |
8% |
4% |
Concentration on core capabilities pays off |
| 4 |
3 |
VW |
18.431 |
18.708 |
18.802 |
18.896 |
17.894 |
-3% |
-5% |
Premium models strain the "VW" brand; Skoda, Audi and
Seat are unable to compensate the losses |
| (19) |
(19) |
Audi |
2.819 |
2.889 |
2.947 |
3.006 |
3.135 |
11% |
4% |
Explicit brand management succeeds |
| 5 |
5 |
Dt. Post |
|
15.220 |
15.601 |
16.303 |
16.596 |
|
2% |
Prosperous set off for a global logistics brand |
| (25) |
NEW |
Postbank |
|
|
|
|
1.804 |
|
|
Product and brand are matching assets |
| 6 |
6 |
BAYER |
18.576 |
15.614 |
15.739 |
16.033 |
16.466 |
-11% |
3% |
Brand
value recovered from damage by "Lipobay/Baycol" |
| 7 |
7 |
Dt. Telekom |
18.183 |
15.586 |
14.963 |
15.600 |
15.818 |
-13% |
1% |
Cannibalisation
of the category brands hamper the development of the brand value |
| 8 |
8 |
Allianz |
11.369 |
12.565 |
12.213 |
12.555 |
12.756 |
12% |
2% |
Innovative products such as "Pannendienst für zu
Hause" (home breakdown service) raise value of brand portfolio |
| 9 |
9 |
Siemens |
11.421 |
10.594 |
10.663 |
10.380 |
10.090 |
-12% |
-3% |
Favourable
development foiled by technical failures (cable car, etc.) and permanent
re-positioning in the COM sector |
| 10 |
10 |
BMW |
6.946 |
7.529 |
7.996 |
8.492 |
9.027 |
30% |
6% |
Continous brand management and successful revival of the
"Mini" raise the brand value |
| 11 |
11 |
SAP |
7.294 |
7.124 |
6.996 |
7.332 |
7.596 |
4% |
4% |
Clear image versus competitors especially in the U.S. market |
| 12 |
12 |
Henkel |
6.427 |
6.620 |
6.786 |
7.024 |
7.305 |
14% |
4% |
Precise focussing on its three key sectors raises the brand value |
| 13 |
13 |
Lufthansa |
6.527 |
6.540 |
6.638 |
6.804 |
6.961 |
7% |
2% |
Trust supports brand in "turbulent" times |
| 14 |
14 |
RWE |
5.712 |
5.722 |
5.825 |
5.778 |
5.900 |
3% |
2% |
Brand expertise established |
| 15 |
15 |
Deutsche Bank |
6.496 |
6.172 |
6.018 |
5.723 |
5.652 |
-13% |
-1% |
Brand attributes are not exemplified |
| 16 |
16 |
E.on |
4.454 |
4.632 |
4.725 |
4.875 |
4.972 |
12% |
2% |
Brand is established and expands further in Europe |
| 17 |
17 |
Adidas |
3.132 |
3.213 |
3.261 |
3.441 |
3.695 |
18% |
7% |
Well- advised sponsoring increases the brand value |
| 18 |
18 |
TUI |
3.071 |
3.224 |
3.337 |
3.420 |
3.359 |
9% |
-2% |
External
influences have no real impact on brand value |
| 20 |
20 |
Beiersdorf |
2.278 |
2.518 |
2.719 |
2.801 |
2.919 |
28% |
4% |
Consequent brand management in the three divisions "Cosmed, Medical and
Tesa" |
| 21 |
21 |
Porsche |
1.971 |
2.223 |
2.367 |
2.450 |
2.576 |
31% |
5% |
Straightforward brand management, successful launch of the "Cayenne" |
| 22 |
22 |
Schering |
2.254 |
2.356 |
2.398 |
2.418 |
2.474 |
10% |
2% |
Significant contribution of YASMIN®, MIRENA® and FINACEA® to the brand value |
| 23 |
23 |
Continental |
2.115 |
2.040 |
2.070 |
2.070 |
2.140 |
1% |
3% |
The brand asserts its
position well in both the tire market and the automotive systems market |
| 24 |
24 |
Merck |
1.851 |
1.855 |
1.933 |
1.937 |
2.013 |
9% |
4% |
Professional brand care (innovation and quality) increases value
of the chemical and pharmeceutical brands |
| 26 |
25 |
Deutsche Börse |
|
|
1.573 |
1.582 |
1.615 |
|
2% |
The brands have established themselves internationally |
| 27 |
NEW |
MAN |
|
|
|
|
1.585 |
|
|
The strong brands of the divisions "Commercial
Vehicles" and "Printing Machines" sustained their position
internationally |
| 28 |
27 |
ProSiebenSat.1 |
964 |
1.669 |
1.557 |
1.515 |
1.535 |
57% |
1% |
The downward tendency has been stopped (2000: Merger SAT1 +
PRO7) |
| 29 |
26 |
HVB |
1.565 |
1.513 |
1.490 |
1.528 |
1.488 |
-5% |
-3% |
The financial brand is still struggeling with inherited burdens |
| 30 |
28 |
Heidelberger Druck |
1.267 |
1.311 |
1.324 |
1.311 |
1.324 |
4% |
1% |
Consciousness of the key competence strengthens the brand |
| 31 |
29 |
Commerzbank |
1.289 |
1.221 |
1.166 |
1.195 |
1.224 |
-5% |
2% |
The negative trend has been turned around |
| 32 |
30 |
Linde |
1.044 |
1.070 |
1.098 |
1.115 |
1.135 |
9% |
2% |
The new positioning of the brand (gas and engineering) is
successful |
| 33 |
31 |
Fresenius Med-Care |
727 |
758 |
772 |
793 |
826 |
14% |
4% |
Innovation and a persistent brand management raise the brand
value |
| 34 |
32 |
Altana |
|
|
|
649 |
667 |
|
3% |
Persistent brand management pays off |
| 35 |
33 |
Schwarz Pharma |
549 |
561 |
570 |
590 |
620 |
13% |
5% |
The Rotigotin brand
"Neupro®" improves the brand value |
| 36 |
35 |
Puma |
285 |
298 |
323 |
344 |
560 |
96% |
63% |
Successful transformation from an old-fashioned sports footwear
supplier to a lifestyle brand and no "flash in the pan" |
| 37 |
34 |
Hugo Boss |
434 |
462 |
469 |
481 |
506 |
17% |
5% |
The line extension "women" has overcome the starting
troubles |
| 38 |
36 |
Douglas |
234 |
241 |
253 |
262 |
272 |
16% |
4% |
This commercial brand expands its position |
| 39 |
37 |
Infineon |
213 |
197 |
195 |
188 |
188 |
-12% |
0% |
Establishing the brand in the market is not easy |
| 40 |
39 |
Villeroy & Boch |
139 |
142 |
145 |
146 |
149 |
7% |
2% |
The concept "The House of Villeroy & Boch"
strengthens the brand |
| 41 |
40 |
Epcos |
142 |
130 |
133 |
135 |
135 |
-5% |
0% |
The brand does not prove competence |
| 42 |
41 |
Sixt |
119 |
117 |
119 |
117 |
121 |
2% |
4% |
"SIXTI" is the propellant for the increasing brand value |
| 43 |
43 |
Fielmann |
103 |
105 |
108 |
112 |
120 |
17% |
7% |
Persistant brand management results in an improving brand value |
| 44 |
42 |
Berentzen |
121 |
115 |
118 |
114 |
115 |
-5% |
1% |
Fruitful
internationalisation |
| 45 |
44 |
Jenoptik |
96 |
100 |
102 |
102 |
100 |
4% |
-2% |
The core of the brand is not clearly defined |
| 46 |
45 |
WMF |
85 |
87 |
89 |
91 |
93 |
9% |
2% |
"Hard times" do not effect powerful brands |
| 47 |
46 |
Escada |
90 |
91 |
92 |
88 |
90 |
0% |
2% |
Focussing on the key brand has positive effects on the brand
value |
| 48 |
47 |
MobilCom |
238 |
208 |
77 |
78 |
80 |
-66% |
3% |
The brand re-gained confidence |
| 49 |
48 |
Beate Uhse |
52 |
55 |
57 |
59 |
62 |
19% |
5% |
Successful re-branding of the global brand and of the brands
"Christine le Duc" and "Mae B" enhance the brand value |
| 50 |
49 |
Sartorius |
42 |
44 |
45 |
45 |
46 |
10% |
2% |
The technology brand maintains its position in the market |
| © 2004 semion
brand-broker gmbh |
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| Basics: |
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| Company
information / balance sheet of previous year; semion market analysis |
| Evaluation
criteria: |
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| Financial
value |
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| -
performance, profit, potential in
relation to market and competitors |
| Brand
protection |
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| -
portfolio, list of goods and services, scope of protection national
/international, |
| Brand strength |
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| -
market share, market influence, marketing activities, degree of distribution,
degree of awareness, homogeneity of the utilization of the brand |
| Brand image |
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| - acceptance,
competence, influence, conciseness
|