What a quarter of a century of

Best Global Brands teaches us

about the future of business.
2000

What a quarter of a century of

Best Global Brands teaches us
about the future of business. 2005
2 +I+ Best Global Brands 3
 2010

2005
4 +I+ Best Global Brand 5
 2015

2020
6 +I+ Best Global Brands 7
 Welcome to the 25th edition of Interbrand’s Best
Global Brands ranking and report. This is a historic
milestone, as we celebrate the world’s most extensive
longitudinal study on the role that brand plays in driving
revenue and creating market value.

In defining the process for brand valuation, our teams

at Interbrand shifted the market understanding of
brand strategy, brand management and the role a
brand plays in driving growth. We know—and can
prove—that when a brand is treated as a strategic
asset, it has the potential to drive new forms of
exponential growth.

2024
8 +I+ Best Global Brands 9
 25 years of Best Global Brands data has many Growth at what cost? What can 25 years of Best Global Brands
stories to tell. analysis teach us about the future of business?
As the world at large has evolved, so have the
For so many of us, the year 2000 feels tools, capabilities and systems we use as Analysis shows that the most successful
incredibly recent. But we cannot understate or marketers to engage with our audiences. As companies across Interbrand’s ranking treat
underestimate the scale of change we have these tools shift, the pressures and their brand as a revenue generator rather than
experienced. Over the past 25 years, 185 expectations placed on brand and marketing as a cost center. They utilize their brand to
brands have been featured in our prestigious leaders also evolve. Today, CMOs and their build deeper, more meaningful and more
ranking. 85 have disappeared over time— teams are expected to deliver greater revenue equitable relationships with their customers—
including household names like Kodak, Heinz, returns in much shorter time frames, and for a which in turn drives loyalty and advocacy,
Nokia and AOL that were once synonymous significantly lower total investment. creating permission for these brands to be
with daily life. Just 35 brands have remained in more present in consumers' lives. At
The cumulative value of the world’s most
the Best Global Brands table over time, and Interbrand, we define this new approach as
valuable brands has increased 3.4x since
only two have remained in the Top 10: Arena Thinking.
Interbrand first published our ranking
Microsoft and Coca-Cola.
($988bn - $3.265tn). Whilst this may seem Now and next, the world’s most successful
When we started analyzing and documenting like impressive growth, the data and analysis companies start not with product, but with
the world’s most valuable brands at the turn of states that an increasing short-term mindset brand as their critical growth asset and engine.
the Millennium, 7% of the global population has cost these companies significantly. They use the utility and equity in their brand to
Gonzalo Brujó had regular access to an internet connection. drive exponential growth in new spaces, while
Utilizing our Best Global Brands data, we see
Global CEO, Interband The best-selling mobile handset was the Nokia continuing to capitalize on existing
that an increased focus on operational
3310—and the most anticipated handset incremental sector gains.
efficiency and short-term performance tactics
feature was a game called Snake. Amazon had
over mid-term and long-term brand potential Change is the modus operandi through which
been listed on the NASDAQ for 3 years.
has cost the world’s most valuable brands $3.5 we all, as leaders, grow our businesses and
Google would have to wait another 4 years
trillion USD in cumulative brand value since we manage our brands. With the evolution of
before going public. Netflix had just started
started our study. This equates to technology, and in particular AI, this shift will
sending DVDs in the mail. Facebook, YouTube
approximately $200 billion of lost revenue only continue to accelerate.
and Instagram didn’t exist at all.
opportunity over the past 12 months.
At Interbrand, we utilize our total
Fast forward to 2024 and much of the world’s
The appeal of operational efficiencies and understanding of brand economics to build a
information exists in our pocket. We can
performance tactics is clear, especially for unique growth strategy for our clients,
connect with almost any individual, in almost
financial decision makers in the boardroom. balancing capabilities and investments across
any location around the world with the click of
But an increased reliance and almost exclusive the total marketing landscape, to unlock more
a few buttons. Every 24 hours, more than 4
over-indexing on these kinds of tools means consistent, accurate and reliable growth,
million hours of content is uploaded to
many of the world’s biggest companies are delivered in ways that outperform the
YouTube, 4.3 billion messages are posted on
missing out on much higher, more resilient, competition. That’s incredibly exciting.
Facebook, 682 million tweets get sent and 67
and more diversified returns over time.
million Instagram posts are uploaded. And this I wish to extend my sincere congratulations to
is just a fraction of the 402.74 million terabytes all brands featured in this year’s ranking,
of data that are created and shared each day. especially those who have been present since
the start, whose value has increased and to
It goes without saying that the context in
those brands who are joining or re-entering our
which we launch, scale, manage and grow
table.
brands has irrevocably shifted. In so many
ways, it has never been easier to reach an
audience and grow a brand—but as this
opportunity increases, so too does the risk,
especially for incumbent brands.

10 +I+ Best Global Brands 11

 What changed? Everything.
“We used to think of the competitive
environment as one of punctuated
equilibrium, where there were long periods
of stability between disruptions.​

​Now the disruptions are coming closer

and closer together. The competitive
environment is in perpetual motion…”

Professor Rita McGrath,

Columbia Business School

12 +I+ Best Global Brands 13

 Customer expectations
are moving faster than
the fastest businesses.

For the first time since the industrial

revolution, people’s expectations are
changing faster than the fastest businesses.​

When Interbrand first published Best

Global Brands in 2000, just under 7% of
the global population had regular access to
a dial-up Internet connection.

Nokia (#5) was the most valuable cell

phone manufacturer; Kodak (#24) wasn’t
too concerned about digital cameras;
GAP (#29) was the world’s most valuable
apparel brand; Yahoo! (#38) dominated
search; and MTV (#37) broadcast Faith
Hill, *NSYNC, Sisqo and Jackass into
homes.

Fast forward 25 years, the world has

evolved unequivocally and irrevocably.

People are more informed, more

connected, more demanding and more
fragmented than ever before as the result
of forces that are likely to continue to
reshape the way categories evolve,
businesses compete and people choose.

14 +I+ Best Global Brands 15

 The rules didn’t change. For much of the 20th Century, the big
ate the small. Rich, powerful businesses
had the tools, capabilities and budgets

It's a totally different game.

to dominate any given market.

What we're seeing in the 21st Century

is the fast beating the slow.

This is a big problem for big business. Agile

and nimble competitors are often better
placed to make ambitious first moves. The
rewards for early movers can be significant.

So, how does one go about

managing constant change?

At Interbrand, we believe that change

has to be considered holistically. In
01 02 03 understanding the macro level forces
affecting change, our clients are better
placed to tackle incremental shifts
The end of competitive advantage Abundance of choice Speed of adoption and innovations in the moment.
The competitive environment is Across all markets, choices are The speed of innovation has
These forces can be grouped
in perpetual motion. Attractive increasing exponentially. Even if increased significantly—but what
into 9 categories.
and lucrative opportunities are customers know, trust, or even love has also risen exponentially is
more visible to more players a brand, exploring new options has the rate at which innovation gets
and the resources to capitalize never been cheaper and quicker. adopted. Ecosystems have the
on these opportunities are This creates an erosion of loyalty power to propagate and scale
often more available, too. and increases the need for all brands the adoption of new technologies
to continuously address rapidly to millions of customers at
shifting needs and expectations. speeds never seen before.

04 05 06 07 08 09
Shorter feedback loops Inextricability of brand and business Shifting frames of reference From identity to leadership Increased fluency Influence is everywhere
Smart use of data and artificial A business, its brand and its Consumers' frames of reference As we face existential crises such as Anyone with a smartphone can Brands no longer exclusively own
intelligence have set the scene for leadership are increasingly are shifting. The expectation climate change, resource depletion build a brand. We’re all, to some their narrative. At a moment where
what is, in many cases, a virtually inextricable. Transparency and of Uber’s immediacy, Spotify’s and global conflict, brand leaders are extent, brand managers. We anyone can post anything—and
instant and constant feedback reduced information asymmetry cornucopia and Google’s simplicity at an inflection point; do they want curate our personal narratives groups can become movements
loop between customer behavior mean that brands are about what a ripples across every aspect of life to be seen as part of the problem, through social media, increasing with scale, at speed—brands and
and product innovation. business is and does, not just what it and line of business, raising the or part of the solution? At a time total fluency and shifting expertise business need to accept that
says—and businesses are about trust threshold on what’s good enough. of distrust towards institutions, from ivory towers to the street. they are no longer broadcasting,
and relationships, not just delivery. government and even NGOs, This shifts our total understanding but are instead engaged in a
societal leadership is now seen and context around when, where, more equitable conversation.
as a core function of business. why and how brands show up.

16 +I+ Best Global Brands 17

 To play this new game, Remember Big Data?

The spread of the Internet and the launch

many of the incumbents

of the iPhone in 2007 flooded companies
with real-time datapoints. Increasingly,
companies could track what sold and what

began focusing on
didn’t, changing the Four P's and building
ever more accurate behavioral predictions.

Optimization, activation, streamlining and

what’s easier to
efficiency became the dominant marketing
words. Interestingly, each of them implied
the management and acceleration,

measure & manage…

rather than the creation, of demand.

18 +I+ Best Global Brands 19

 …With many As a result, boardrooms began placing
increasing focus on operational efficiency
and short term returns on investment.

boardrooms A recent CMO study by Gartner, a

consultancy, suggests that the average

concentrating
2024 marketing budget as a percentage
of overall revenue marks the post
pandemic low. Other studies indicate
rising portions of those budgets being

on efficiency and
allocated to performance marketing.

The underlying assumption? A constant

short-term returns.
ability of the brand to stay relevant,
even in the absence of investment in its
ability to attract desire and demand.

V I V E L E R O I !
20 +I+ Best Global Brands 21
 Introducing the Consider inspecting a quarterly report.
You’re a category leader. Sales revenues
are up. Total spend is down. Margins have

$200 billion
increased. But in the space of a couple
of years, traditional competitors seem to
be making a comeback, and new ones
begin to emerge. Demand begins to stall—

efficiency tax.
and, soon enough, stock price falters.

How—and more importantly why—is

this happening? And why are we seeing
it happening in so many of the most
successful boardrooms around the world?

Since we first published Best Global

Brands, the world’s biggest brands have
missed out on $3.5 trillion in brand value
creation. The world’s 100 Best Brands
have lost at least $200 billion dollars in
revenue over the past 12 months alone.

Seeking efficiencies through performance

tactics can drive short-term financial
gains, but an imbalance in investments can
become dilutive when not accompanied
by a recognition of any company’s most
formidable competitive asset: the brand.

These figures do not just indicate

a missed opportunity, but rather a
shift in the growth paradigm.

22 +I+ Best Global Brands 23

 Competing on product
and price alone is
so last century.

Traditionally, companies have started with A quarter of a century of data tells us that
a product that addressed a singular, this operational paradigm is shifting.
specific customer need. These companies
built a brand around this core product and Now, when a business competes on
then leveraged the strengths of the product product, price or proximity, advantages are
and the brand to drive growth, in pursuit of increasingly temporary. Product features
becoming a category leader. Principally, and benefits can be copied. Technologies
the role of brand was that of an identifier. are easy to acquire. Discounting and
couponing can only drive short term uplift
The big idea behind this kind of legacy and competing exclusively on price dilutes
business model is the product. But long-term loyalty, driving commoditization.
competing on product alone is increasingly Proximity? It matters less in a supply chain
high risk and ultimately unsustainable, even that can distribute almost any product to
once you’ve acquired the competition and your door within 24 hours.
dominate the category landscape.
In this context, the brand becomes the only
truly ownable point of difference—the one
asset that cannot be legally replicated. As
such, it’s the source of choice, revenue and
margin. Its performance can and should be
enhanced and optimized—but one should
never save on the car’s maintenance purely
to buy more fuel.

24 +I+ Best Global Brands 25

 Here’s where brand comes in. Except, not all brands are
created (and run) equal.

26 +I+ Best Global Brands 27

 Some brands,
people just buy.
Others, people desire.

In 2015, researchers in North America Desire is the foundation of the model on

found that women using dating apps were which the luxury category is built. It helps
investing 3.19 seconds finding a potential explains how and why luxury brands
life partner. If we’re spending 3 seconds consistently outperform others in our
finding love, there’s a high degree of ranking.
certainty we’re utilizing a fraction of that
time thinking about which detergent to buy. So, what happens when you apply the same
This is the reality in which most brands brand rules to the otherwise mundane?
exist.
Consider the Australian toilet paper brand
Who Gives A Crap. In creating connection
The majority of brands live in the periphery
built around a strong brand, the business
of our consciousness. We buy and consume
was able to transcend a functional need—
products out of habit and routine. Brand
and in doing so, built desire. People want to
plays a role, but for a staggering majority of
buy Crap toilet paper. It’s not that we spend
purchase decisions, this role is relegated to
all our time thinking about toilet paper; just
the background of our lives. We buy
enough to disrupt the model and steal
because we need—and often times, that
market share.
need is transactional.
If you can do that with toilet paper, you can
But think about a product you want.
probably do it with anything...
Something you desire.

No one buys a Ferrari because they need

one. They buy one because they want one.
The same is true of the Birkin handbag. As
customers, we will invest days, months and
years in rationalizing and post-rationalizing
these big-ticket decisions. This kind of
transaction is deeply emotional.

28 +I+ Best Global Brands 29

 Creating desire?
Here’s how.

The role of brands has expanded over time. As a result, the world’s brands have become
complex meaning systems with which we
Originally, brands were identifiers aimed at have a sensorial, functional, emotional,
creating attribution and differentiation.​ personal and even moral relationship.

Subsequently, brands became choice Brands that build relationships across these
drivers, promising and delivering clear five dimensions become iconic. We
benefits in increasingly cluttered and recognize them. We need and enjoy them.
mature markets. And we want and follow them into new
spaces. Ultimately, we don’t just buy from
Next, the most progressive brands built them—we buy into them. And that’s at the
all-round experiences—not just products heart of a new growth paradigm.
or services.
​
The digital revolution and, more specifically,
the launch of the smartphone, brought
about the birth of ecosystems—branded
spaces offering seamless online and offline
experiences fueled by real time data. ​
​
And today, with declining trust in traditional
sources of authority in a time of turbulence,
brands are expected to show leadership
and integrity.

30 +I+ Best Global Brands 31

 Changes in role of
brand and brand
strength correlate
to changes in
share price. RoB & BSS change For every 1-point
change in the index,
share price rises by
2.3% on average.

20

When calculating the value of a brand, our But what we learn from 25 years of Best
prorietary methodology considers the role Global Brands analysis is that iconic brands
that a brand plays in driving a purchase can be much more than a competitive
decision and the cumulative strength of a barrier...
brand across a series of measurable criteria.

Utilizing this extensive understanding, we

can map how and where brand drives stock
performance. The results are fascinating.

For every point change across a combined

Role of Brand and Brand Strength index, a
business can expect to see a 2.3% return
on their stock price.

The higher the index, the higher the return.

That's impressive—but shouldn't be

0
surprising. A strong brand is what in Share price change 46%
financial parlance is known as a competitive
moat; a sustainable advantage protecting
long-term growth.

32 +I+ Best Global Brands 33

 T H E N E W G R O W T H P A R A D I G M

34 +I+ Best Global Brands 35

 Apple entered the top quartile of the world’s
most valuable brands for the first time in 01
2008—ranked #24, with a brand value of
$13.7bn. Within five years, they were ranked
#1. They have topped our ranking ever since.
In 2024, the Apple brand alone is worth
almost as much as the cumulative value of
every brand ranked #50 through #100.
-3% NOT WHERE IT’S BEEN.”
Which inflection or innovation helped drive 488.9 $B
this success? It’s easy to point to a device,
but the real answer isn’t so simple.

In January 2007, at the end of the event

that brought the iPhone to the world, Steve
Jobs announced that Apple Computers,
henceforth, would be known as Apple.

“We’re dropping the ‘computer’ from our name

and from this day forward we’re going to be
known as Apple Incorporated—to reflect the
product mix we have,” said Jobs. “There’s an
old Wayne Gretsky quote that I love: ‘Skate to
where the puck is going to be, not where it has
been. We’ve always tried to do that at Apple,
since the very beginning. And we always will.”

If you weren’t paying attention, or

you were focussing so much on the
innovation at (in) hand, there’s a very
good chance this seemingly insignificant
announcement passed you by.

But this small adjustment to the Apple brand

transformed how an increasing number of
brands are driving exponential growth.

“ I S K A T E T O W H E R E T H E P U C K I S G O I N G T O B E ,

Jason DeCrow/AP

36 +I+ Best Global Brands 37

 So what
business
is Apple (And how did it get there?)

actually in?
Before 2001, Apple existed almost the Health & Wellbeing category and Apple
exclusively in the technology category. Pay has allowed the business to enter the
They made computers. financial sector, at global scale.

From the early days, Steve Jobs understood How did Apple earn the permission to do so
the role of emotion in driving revenue much for so many?
growth. Whille the competition talked in bits
and bytes, focusing on what their machines Think about a personal relationship. When
could do, Jobs told customers what they you meet someone whom you don’t just
could achieve. Remember the 1984, Think admire, but who also shares your values,
Different and the Mac vs PC campaigns? helps solve your challenges or needs, is
Carrie Bradshaw opened her G3 there for you in the moments that matter
PowerBook, and just like that Apple (regardless of how big or small), there’s a
became a fashion accessory. good chance you want to spend more time
with that person—to have them more
But the growth of Apple is more than a involved in your life.
marketing and advertising masterclass.
The Apple brand became a powerful
With the launch of the iPod, and then meaning system that people simply wanted
iTunes, Apple extended their reach to the more of in their lives. Back to those five
entertainment category, first with music dimensions, it built a strong sensorial,
and then film and ultimately production and functional, emotional, personal and moral
streaming (now delivered through Apple TV relationship. And that’s allowed it to skate
and Music). In 2007, with the launch of the to where the puck’s going to be.
iPhone, they entered the
telecommunications market. More recently,
the Apple Watch has facilitated a move into

38 +I+ Best Global Brands 39

 The last thing the
We focus here on Apple as the world’s most valuable brand—
a position it’s held in our Best Global Brands ranking for more
than a decade. And we’re consciously aware that Apple

world needs: stands out as a true exception. They played a significant role
influencing and informing the total zeitgeist. That’s typically
hard to replicate and scale.

Another Apple case study.

Here’s the catch. It’s not just Apple… cruises, to OTT and streaming, and more
recently, into real estate. IKEA’s bestselling
When we map the top 25 brands in our product is the humble meatball—meaning
Best Global Brands table, we see a the furniture giant is also one of the world’s
significant number of companies that most successful QSRs.
deploy their brand in different ways to
traditional category incumbents, unlocking Ferrari, this year's fastest growing brand
exponential pathways to growth. across the Best Global Brands ranking, is
competing with Prada, Gucci and Chanel in
Amazon, the world’s largest bookstore, the luxury fashion sector, along with
evolved to become the Everything Store. Porsche, Bugatti and Aston Martin in the
Powering nearly 2 million SMBs worldwide, automotive sector—redefining luxury and
the Everything Store has in turn become capitalizing on their brand as a driver of
the world’s largest high street. The choice in multiple categories.
company makes devices, commissions and
produces entertainment and media We observe in the data that the world’s
content, and has a highly profitable web most successful businesses understand
services business, all beyond their core how, where and when to leverage their
retail model. brand across these dimensions to surpass
expectation and captivate the market—
Disney diversified beyond animated content unlocking new kinds of growth.
to film, to franchise, to theme parks &

40 +I+ Best Global Brands 41

 From ‘here’s what
So, what category does Apple operate in? It categories to Arenas—competitive spaces
hasn’t been computers since 2007. where very different players address the
Consumer Electronics? Not really. That same fundamental needs or jobs to be

we do’ to ‘here’s
describes where this organization was, but done—be it play, connect, move, thrive…
not where it is today.
Remember Netflix’s ”we compete against
Things become clearer, though, if we flip sleep”? Arenas are at the heart of the new

what we help you do’.

the question to what needs Apple paradigm.
addresses.

Apple helps us do, connect, play, pay,

express our personality, and more recently
thrive—take care of our health.

Or think of Ferrari. We can make sense of

this luxury brand and its strategy only by
articulating its ability to help us express
ourselves, play—think of F1, endurance, or
esports—and explore, if you wander into the
Museum or the Ferrari World.

So here’s the thing: rather than think in

terms of ‘here’s what we do’, these
organizations think in terms of ‘here’s what
we can help you do’. It’s more than a catchy
turn of phrase. It marks the shift from

42 +I+ Best Global Brands 43

 From finding customers
for your competencies.

To building competencies
around your customers.

This step change marks a significant shift.

Traditionally, companies would master a set
of competencies and then find customers
for their products and services.

This new ilk of brands works differently.

They gain an exceptional understanding of
their customers, build trust and affinity, and
then set up competencies to fulfil their
changing needs.

So rather than find customers for their

competencies, they build competencies for
their customers.

This revolution has been facilitated by

talent, technologies and capital becoming
more readily available; these assets have
never been more fluid. On the contrary,
building strong customer relationships has
become relatively harder, mainly as a result
of media fragmentation and the battle for
attention.

Today, the likes of Amazon, Ferrari, Google,

or Apple become powerful meaning
systems, gain a deep understanding of
customers, then go on to build (organically
and/or through acquisitions or
partnerships) capabilities to address
different and evolving needs and desires.

44 +I+ Best Global Brands 45

 From your To your
Take this reasoning one step further, and
you end up with a business that evolves
around the brand. Has the meaning of the

business driving brand driving

Amazon brand changed fundamentally in
the past decade? Not really. Has the
business changed? Massively.

your brand. your business.

25 years ago, businesses would remain
broadly unchanged and the brand would
evolve around them, with the occasional
identity overhaul every so many years.

The fastest-growing companies are not

branding their businesses—they’re
businessing their brand.

46 +I+ Best Global Brands 47

 Strong brands 1000 Multi Arena
brands

deliver superior
growth. 800

Operating across
Arenas propels this 600

growth even more.

S&P 500
If looked at as a portfolio, our Best Global
Brands ranking consistently outperforms
the main stock market indicies.
400
MSCI
The businesses that have embraced World Index
this new growth paradigm by building
iconic brands that expand across Arenas
outperform even the outperformers.

200

2000 2024

48 +I+ Best Global Brands 49

 From brands
within categories. Desired

To Arenas
within brands.
Should all brands expand across Arenas?

No.

What all brand leaders should have,

though, is an Arena Strategy.

An Arena Strategy—framing your

competition in terms of needs rather than
categories—may be merely defensive;
spotting competitive threats from unlikely
corners. Arena Thinking would have
probably prevented Kodak’s disappearance.

It may be offensive. Same need, but

different ways to address it. Disney
hasn’t strayed too far from Play—but
that’s more than cartoons nowadays.
Categories come and go. Needs evolve.

Or yes, an Arena Strategy may be

expansive. Some of the most valuable
brands have earned the permission to
play a broader role in people’s lives.
An example? In the course global
research we conducted a while back,
a US consumer talked enthusiastically
about Nike, eventually concluding how
wonderful a Nike Heart Clinic would be.

Bought CATEGORY ARENA ARENAS

50 +I+ Best Global Brands 51

 Top 100 Best
Global Brands
01 02 03 04 05

-3% +11% +8% +12% +10%

488.9 $B 352.5 $B 298.1 $B 291.3 $B 100.8 $B

06 07 08 09 10

+13% +5% -4% +4% +2%

72.8 $B 61.2 $B 58.9 $B 53.0 $B 52.0 $B

11 12 13 14 15

+9% -9% +5% -5% +15%

50.9 $B 45.5 $B 45.5 $B 45.4 $B 45.1 $B

16 17 18 19 20

-11% +12% +9% +7% +11%

42.8 $B 39.4 $B 37.7 $B 37.3 $B 36.8 $B

21 22 23 24 25

+10% +15% +7% +16% +5%

34.9 $B 34.7 $B 33.2 $B 30.1 $B 27.1 $B

52 +I+ Best Global Brands 53

 26 27 28 29 30 51 52 53 54 55

+9% +11% +6% +13% +13% -6% -1% +9% +5% +6%
26.7 $B 26.7 $B 24.3 $B 23.5 $B 23.0 $B 15.5 $B 15.3 $B 14.8 $B 14.5 $B 14.5 $B

31 32 33 34 35 56 57 58 59 60

+3% +13% +6% +9% -2% -3% +1% +7 +10% 0%

21.9 $B 21.1 $B 21.0 $B 20.8 $B 20.0 $B 14.4 $B 14.4 $B 14.0 $B 13.9 $B 13.6 $B

36 37 38 39 40 61 62 63 64 65

New -30% +10% +8% +3% -9% +21% +1% +6% +12%
20.0 $B 19.7 $B 19.7 $B 18.5 $B 18.3 $B 13.5 $B 13.1 $B 12.9 $B 12.5 $B 12.4 $B

41 42 43 44 45 66 67 68 69 70

-10% +8% +7% +6% +6% +9% -8% -2% +2% +9%
17.9 $B 17.8 $B 17.4 $B 17.3 $B 17.3 $B 12.4 $B 12.0 $B 11.6 $B 11.5 $B 11.5 $B

46 47 48 49 50 71 72 73 74 75

-7% +12% +2% +9% +9% -1% +3% +7% +8% -3%
17.1 $B 17.1 $B 16.8 $B 16.5 $B 15.8 $B 11.3 $B 10.7 $B 10.6 $B 10.4 $B 10.1 $B

54 +I+ Best Global Brands 55

 Fastest Risers
76 77 78 79 80 62 24 22 86 15

+5% +11% New -10% +8% +21% +16% +15% +15% +15%
10.0 $B 9.5 $B 9.2 $B 8.9 $B 8.7 $B 13.1 $B 30.1 $B 34.7 $B 8.1 $B 45.1 $B

81 82 83 84 85 83 90 32 30 29

+8% -8% +14% +3% -7% +14% +13% +13% +13% +13%
8.7 $B 8.4 $B 8.3 $B 8.3 $B 8.2 $B 8.3 $B 7.2 $B 21.1 $B 23.0 $B 23.5 $B

86 87 88 89 90 06 17 04 65 47

+15% +10% -5% +4% +13% +13% +12% +12% +12% +12%
8.1 $B 8.0 $B 7.3 $B 7.3 $B 7.2 $B 72.8 $B 39.4 $B 291.3 $B 12.4 $B 17.1 $B

91 92 93 94 95

New +3% +4% +9% +4%

7.1 $B 6.8 $B 6.8 $B 6.7 $B 6.7 $B

96 97 98 99 100

New New -4% New +4%

6.6 $B 6.5 $B 6.4 $B 6.4 $B 6.3 $B

56 +I+ Best Global Brands 57

 New Entrants Brands to Watch
36 91 96 99

New New New New

20.0 $B 7.1 $B 6.6 $B 6.4 $B

Re-entrants

78 97

New New
9.2 $B 6.5 $B

Our Best Global Brands study includes

over 500 brands around the world.
These are just some of the brands our
data suggests could be on the cusp
of entering the coveted Top 100.

58 +I+ Best Global Brands 59

2024

2075
60 +I+ Best Global Brands 61
 Methodology Partners
OVERVIEW 3. Brand Strength Financial and ESG Data
Having pioneered brand valuation in 1988, we have a Brand Strength measures the ability of the brand to Refinitiv, company annual reports, investor
deep understanding of the impact a strong brand has create loyalty and, therefore, sustainable demand presentations and analyst reports
on key stakeholder groups that influence the growth and profit into the future. Brand Strength analysis
of your business, namely (current and prospective) is based on an evaluation across 10 factors that
customers, employees, and investors. Strong brands Interbrand believes constitute a strong brand. Market Analysis
influence customer choice and create loyalty; attract, Performance in these areas is judged relative Stock market analysis
retain, and motivate talent; and lower the cost of to other brands in the industry and relative to
financing. Our brand valuation methodology has other world-class brands. The Brand Strength
been specifically designed to take all of these factors analysis delivers an insightful snapshot of the Social Media Analysis
into account. Interbrand was the first company to strengths and weaknesses of the brand and is Text Analytics and Social
have its methodology certified as compliant with used to generate a road map of activities to grow Listening by Infegy
the requirements of ISO 10668 (requirements the brand’s strength and value into the future.
for monetary brand valuation) and played a key
role in the development of the standard itself. Interbrand’s brand valuation framework Sonic Branding Agency
is used in the following ways: Sixième Son
DESCRIPTION
1. Measurement system
There are three key components to all valuations:
Generate and organize brand performance
an analysis of the financial performance
data consistently year-over-year
of the branded products or services, of the
role the brand plays in purchase decisions, 2. Diagnostic tool
and of the brand’s competitive strength. Pinpoint key challenges around
the brand and business

3. Business Outcomes
Authors
Quantify the financial significance
Manfredi Ricca
of the brand to the business
Global Chief Strategy Officer
4. Prescriptive framework
Address problems, guide strategy and correct course Greg Silverman
Global Director, Brand Economics
1. Financial Analysis
Joe Stubbs
This measures the overall financial return to an
Global Director, Brand & Marketing
organization’s investors, or its economic profit.
Economic profit is the after-tax operating profit
of the brand, minus a charge for the capital used
to generate the brand’s revenue and margins.
With Thanks
2. Role of Brand
Andrew Miller
This measures the portion of the purchase
Andy Payne
decision attributable to the brand as opposed
Christina Baker
to other factors (for example, purchase drivers
Gaia Pedinelli
such as price, convenience, or product features).
Grace Cox
The Role of Brand Index (RBI) quantifies this as a
Holmfridur Hardardottir
percentage. RBI determinations for Best Global
Joseph Schultz
Brands derive, depending on the brand, from
Jacopo Martini
one of three methods: commissioned market
Kaitlin Clark
research, benchmarking against Role of Brand
Paula Diaz
scores from client projects with brands in the
Tina Goldstone
same industry, or expert panel assessment.
Thomas Brandl

62 +I+ Best Global Brands 63

interbrand.com/best-brands