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Inward and Outward Perspectives in South Amercian Context: Brand Value and Global Brand Strategies
- 1. Mário Henrique Ogasavara, Ph.D. ESPM Sao Paulo, Brazil 因 mario.ogasavara@espm.br Dec em ber 2015 The 5th International Research Symposium, Nanjing, China Building and Promoting Brands in Emerging Markets
- 3. WHAT IS THE FIRST THING THAT COMES TO YOUR MIND WHEN YOU HEAR ABOUT ''SOUTH AMERICA＇’？
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- 10. NOW... DO YOU KNOW ANY SOUTH AMERICAN BRAND?
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- 14. 14 • Top 100 o 15 countries o 17 sectors o Brand value: US$ 1,71 trillion o Top 4 sectors • 50% brands • 61% brand value • Automotive • Technology • Financial Sector • Fast-moving Consumer Goods o Top 3 countries • 69% brands (USA; GER; FRA) • 76% brand value (USA; GER; JPN) o #1 = USA (# 52%; $ 67%) o China • 2 brands = 0.5% brand value • Technology “0” South American brand
- 15. 15 • Top 100 o 14 countries o 20 sectors o Brand value: US$ 1.70 trillion o Top 4 sectors • 54% brands • 60% brand value • Technology • Automotive • Financial Services • Consumer Packaged Goods o Top 3 countries • 74% brands (USA; GER; FRA) • 83% brand value (USA; GER; JPN) o #1 = USA (# 58%; $ 70%) o China • 0 brand “0” South American brand
- 16. 16 • Top 100 o 15 countries o 20 sectors o Brand value: US$ 3.27 trillion o Top 4 sectors • 54% brands • 62% brand value • Technology • Telecom providers • Regional banks • Retail o Top 3 countries • 69% brands (USA; CHI; GER) • 83% brand value (USA; CHI; GER) o #1 = USA (# 49%; $ 66%) o China • 14 brands (13%) • Regional banks; Technology “0” South American brand
- 17. 17 • Top 100 o 15 countries o 22 sectors o Brand value: US$ 2.41 trillion o Top 4 sectors • 52% brands • 58% brand value • Technology • Telecoms • Banks • Retail o Top 3 countries • 67% brands (USA; JPN; CHI) • 72% brand value (USA; CHI; JPN) o #1 = USA (# 46%; $ 54%) o China • 11 brands (9%) • Banks and telecoms 1 South American brand! Bank (#112 Bradesco)
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- 21. • 13 Countries • Area o 17,8 million km2 o 12% of earth surface • Population o 414 million o Brazil +/- 50% • GDP o US$ 4.1 trillion o 72% of Latin American GDP • Languages o Spanish (majority countries) o English (Guiana) o Dutch (Suriname) o French (French Guiana) o Portuguese (Brazil) 21 2015 2030 2050 Source: 2015 Population Reference Bureau – World Population Data Sheet 350 400 Population (in millions) 496 464 500 414 450 Source: IMF Data (2015) 1.000 0 6.000 5.000 4.000 3.000 2.000 Nominal GDP (Billions of US$) 7.000 Emerging and Developing Europe Latin America and the Caribbean South America
- 22. 22 • Well developed local brands • Domestically companies with regional operations • Consumer goods • Urban population (80%) • Middle class growth • 仓Brand value change (2%) • Top 50 - US$ 132 billion • D Country risk, GDP, Company’s market value
- 23. 23 Source: BrandZ Top 50 Latin American Brands 2015
- 24. Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; 24 Most popular brands and local icons • Beer, banks, retail and telecom providers • Brand strategies focused on the massive middle class and low-end population • Exploring emotional attributes associated with local needs
- 25. Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; BrandZ Top 100 Most Chinese Brands (considering the Top 50). BrandZ Top 100 Most Valuable Global Brands (considering the Top 50) • South American brands • More associated with daily consumption products of middle class • Exploring image of friendship • Enjoyment (parties, fun, festivals, etc) • Bank services 25 c c c c
- 27. Area 756,000 km2 17,8 million (2014)Population Pop. growth rate 0.8% (2010-2015) Life Expectancy 80 years (2013) Unemployment 6.4% (2014) GDP (2014) US$ 258 billion GDP per capita US$ 14,520 (2014) Growth rate 1.9% (2014) Share in regional GDP 5.4% (2014) Net FDI US$ 9.9 bi (2014) 27 Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; • Most valuable brands • Long-lasting history in the market • Balance between benefits and price • Development of new formats, new sales channels and service center or new sizes and varieties • Brand strategies • Chilean Premium • Restoring the value of native cultures • Life in the neighborhood • Focus on quality • Digitalization
- 28. Dafiti • E-shopping • Great shopping experience • Low prices • Wide variety • Possibility of returning the product 28 Emporio La Rosa • Ice-cream shop • Born in a traditional neighborhood in Santiago • Become a renowned coffee shop chain • Solid image allowed the presence of its coffee shops to reach even inside shopping malls without losing their neighborhood touch Tika • Handmade chips • Back to the basic concept • Local quality products • Sustainability • Experience connected with consumer
- 29. COLOJ BIA
- 30. Area 1.14 million km2 48,9 million (2014) Population Pop. growth rate 1.3% (2010-2015) Life Expectancy 74 years (2013) Unemployment 10.1% (2014) GDP (2014) US$ 377 billion GDP per capita US$ 7,720 (2014) Growth rate 4.6% (2014) Share in regional GDP 7.9% (2014) Net FDI US$ 12.1 bi (2014) 30 Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; • Colombian economy • Overall healthy development • High investment activity • More competitive exchange rate • Single digit unemployment rate • Emerging middle class • Sacrificing products in the basic market basket to spend on luxury products, entertainment or clothing • Brand strategies • Alcoholic beverages • Play a more and more decisive role in media plans • Foreign brands • More brands addressing consumers • But fewer brands in consumers’ minds • Digital environment • From researching online to purchasing online
- 31. 31 Águila Beer • Not only meet the basic needs • But creating closeness by generating emotional responses in their potential consumers • Águila Girls • “Our soul is in this” • More occasional for consumption • Águila Cero (alcohol free beer) Jet Chocolate • Candy • Very popular among Colombians • Colombians were asked: what best symbolized their country? 1. Flag 2. National anthem 3. Jet chocolate!!
- 33. Area 1.29 million km2 30.8 million (2014)Population Pop. growth rate 1.1% (2010-2015) Life Expectancy 75 years (2013) Unemployment 6.1% (2014) GDP (2014) US$ 203 billion GDP per capita US$ 6,594 (2014) Growth rate 2.4% (2014) Share in regional GDP 4.3% (2014) Net FDI US$ 7.8 bi (2014) 33 Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; • Peruvian economy • Highest economic peal of the previous 60 years • Three-fold increase of its GDP over the last 15 years • 1 million families have overcome extreme poverty • 2 digit growth in the consumption of many basic basket products • Construction sector 仓12% average annual rate in the last 10 years • Brand strategies • Peruvian brands with high affinity, bonds and history with local consumers • Building new brands in Peru is almost a handicraft, a task that requires patience, clear strategies, perseverance and consistency
- 34. 34 Cerveza Cristal • Produced by the largest beer company in Peru: Backus • “Peruvians’ beer” • Celebrate national unit • Values • Diversity, Harmony, Positivity • Triggers strong consumer passion: soccer • Club sponsorship • Naming team as “Sporting Cristal” Interbank • Trigger closeness with consumers • Generate an emotional relationship with their target audience • Focusing on their understanding • Identification with users’ difficulties • Values • Digitalization • 1st to increase their digital campaigns and create more salience, while favoring the use of the internet and mobile devices to make transactions
- 35. ARGENTINA 糕
- 36. Area 2.78 million km2 41.8 million (2014)Population Pop. growth rate 0.8% (2010-2015) Life Expectancy 76 years (2013) Unemployment 7.4% (2014) GDP (2014) US$ 404 billion GDP per capita US$ 12,594 (2014) Growth rate 0.5% (2014) Share in regional GDP 11.3% (2014) Net FDI US$ 4.5 bi (2014) 36 Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; • Argentinean economy • Main economic indicators are not showing a clear reaction • Private sector is not creating many new jobs • Tax pressure and exchange rate costs are shrinking the margins • High inflation rate - consumer creativity to protect their purchasing power (saving not spending) • But also opportunities… • The highest broadband and smartphone penetration levels in Latin America • Ranks third globally in the use of social media networks
- 37. 37 Villa del Sur Levitté (Danone) • Size matters and in-home consumption • Pushed 2.25 liters bottles instead of the traditional 1.5 liters pack • Savvy consumer who looks for the beast deal • Lower price per liter H2oh! (Pepsi) • “Tables have changed”! • Way to gain differentiation: humor • Jokes and funny situations that everyone can relate to • A very particular member of a conservative family causes trouble in his attempt to bring new flavors of H2oh! to the table
- 38. '1 ZV'H8
- 39. Area 8.51 million km2 202 million (2014) Population Pop. growth rate 0.8% (2010-2015) Life Expectancy 74 years (2013) Unemployment 4.9% (2014) GDP (2014) US$ 2.3 trillion GDP per capita US$ 11,612 (2014) Growth rate 0.1% (2014) Share in regional GDP 49.2% (2014) Net FDI US$ 66 bi (2014) 39 Source: Millward Brown and BrandZ; BrandZ Top 50 Most Valuable Latin American Brands 2015; • Brazilian economy • Large size but almost zero growth • FIFA World Cup and presidential election • Uncertainty in political and economical issues • Corruption scandals (Petrobras) • But … • Good news from brands from • Beer, Food & Personal Care 仓19% value • Financial Sector 仓26% value • Attraction of middle class consumers • Banks and beers • Changing consumer behaviors • Domestic tourism • In-home lunch or dinner
- 40. Mario H. Ogasavara © 40 International Business in Brazil Skol • Produced by the largest beer company in Brazil: AmBev • Creating closeness and triggers strong consumer passion • Friendship • Soccer • Beautiful women • Entertainment • Jokes and funny commercials
- 41. 41 Bradesco • 2nd largest private bank • Branches in most of Brazilian cities • Focuses on middle class • Digitalization • Internet banking • Use facility • Mobility • Bradesco Prime • Differentiation • Unique experience • Personalized services
- 42. “In times of recession , the consumption of these products tends to grow , with consumers spending part of their income for items that do well and encourage self- reliance" Against economic crisis, Brazilian purchase more cosmetics and sales rise 6% in one year Crisis boosts sales of cosmetics 42
- 43. Source: Brazil & Partners, Investment Opportunities 2005 Brazilian Government 43
- 44. Source: Euromonitor (2015); RSP = Retail Selling Price; 44
- 45. Natura • Company Image • High reputation among Brazilians • Largest cosmetic company in Brazil • Sustainability • Agro-extractive community support • Sales • No physical shop • Direct sales (1.6 million sales force) • Online sales associated with direct salespeople • Brand strategy • Nature • Extract local raw materials (Amazon) • High quality products • Environmental friendly packages • Brazilian culture 45
- 46. O Boticário • Sales • +3,200 shops (franchising) • Direct sales (+200 thousands sales force) • Brand strategy • Quality • Beauty • “Life is beautiful , but it can be gorgeous” 46
- 48. L’Occitane au Brésil Facts • Start 2013 • 50 sales points Brand strategy • “Made in Brazil” • Brazilian raw materials (different regions) • “Brazilianity” • Nature • Life style • Enjoyable • Brazilian arts 48
- 49. • Brazilian Market • Traditional Food and Beverages • 2009 (US$ 85 bn) – 2014 (US$ 142.2 bn) 舍67% • Healthy Food and Bevarages • 2009 (US$ 18 bn) – 2014 (US$ 35 bn) 舍98% • Since 2009 – organic food market: increase 25% per year • Brazilian consumers • Looking for more healthy products Source: Exame Magazine (18Fev2015) based on Dunnhumby survey of 30,000 respondents of 60 countries; 49
- 50. 335 stores – 25 states 2015 -> 430 stores 150 thou clients/day 30 thou products Average growth of 46% in the last 2 years R$ 100 million/year R$ 94 million/year Increase organic products in the largest supermarket chain (R$64 bn) R$ 200 million/year 50
- 52. • Multilatinas • Strong in domestic market • Commodity products • Regional operations • Challenges to promote product/service of emerging countries • Overcome the negative “made-in” image • Stereotype of inferior product 52
- 53. Created in 1962 • Sandals for ordinary people: no fashion Sales • 210 million pars per year • 6 pars per second • Export 30% of sales • 117 countries • 52% sales -> sandals 53 Internationalization • 1997 Export • Sales point in different European countries (department stores) • 2003 – Sophisticated sandals (with ruby) to actors (Academy Award) and other artists • Use image of Brazil (summer, joy)
- 54. • Biannual book • ESPM Researchers • Brazilian Association of Franchises (ABF) • 105 Brands, 23 countries • Different stages o Domestic franchising o Experiential involvement o Active involvement o Committed involvement 54
- 55. 55 International Brand strategy • Latin America • Direct sales • France • Different entry strategy • Concept store • But keeping in selling “Brazilian image”, Nature, Culture, sustainable products, supporting local communities
- 56. 56 Internationalization • 2011 First entry in USA • Miami • A large Latin America community • 9 stores (Miami and Orlando) • Associate the brand with the country image “Brazilian meat” • Colorful stores • Adapted menu for American taste
- 57. Facts • 1880 foundation (manufacturing) • Brand name = German word • No stores, selling in large department stores or small street shops • Almost bankruptcy in 1990s • Start to invest in own stores and brand • 640 stores in Brazil Internationalization • 17 stores in South American countries • Paraguay • Uruguay • Venezuela • Bolívia 57
- 58. 58 Facts • Founded in 1993 • 1995 Built a world-class internal team of fashion designers led by the stylist Monalisa Spaniol • Brand name = founder mother’s name • 505 stores (franchising) Internationalization • 18 countries • Focus on world fashion • Not mention that is a Brazilian firm in its origin
- 60. • Inward perspective • Brands of consumer goods/services (beer, banks and retail) • Create closeness by generating unique experience, emotions and passion • Understand local culture and needs • Knowledge of new media and approach to reach consumers • Outward perspective • Associating positive points of country image when the product fit on it • Hiding country image and focus on product quality and reputation • Focused on regional operations or countries with cultural proximity 60
- 61. Mário Henrique Ogasavara, Ph.D. ESPM Sao Paulo, Brazil 因 mario.ogasavara@espm.br