Brands ranking, according to Forbes

The creator of the popular Mac computers and other devices like ipodand mobile Tefon iPhoneLeads the top of this ranking that recognizes the weight of the image of some of the largest companies in the world, and the effects it has on your benefits.

Despite the challenges of the new iPhone and Reputation crisis facing the mark, experts and managers Forbes"It will take more than a problem with receiving antenna 4 for iPhone Apple brand is affected." The experts ranked Apple at the top of this ranking with an approximate value of your brand 57,400 million.

The heads of Forbes indicated that Apple is an example to analyze. "A brand that can survive even when its parent company stumbles, it reminds users that Apple's sales fell 46 percent in the decade of 1990, but the brand value resisted to get the current benefits.

In the second place in this ranking is the manufacturer of SotfwareMicrosoftthat on the heels of the company which runs Steve Jobsthanks to a brand value56,600 million.

Then Coca-coca, With an approximate value of55,400 million, Ranks third in the list of most valuable brands in the world.

On a list of fifty positions and dominated by technology companies by 30 percent, two industry giants shut out the top five: IBM (43,000 million)benefiting from its "strong innovation in the sector, andGoogle (39,700 million)whose value has risen 450 percent since 2005.

The following trademarks appear in this ranking are the fast food chainMcDonald's (35,900 million), Cluster General Electric (33,700)cigarette firm Marlboro (29100)distributed by Altria and Philip Morris International, the technologyIntel (28 600)and Finnish phone maker Nokia (27 400).

The rankings also appear as the Japanese car companies Toyota, Which occupies the eleventh position 24,100 millionDespite the damage they have caused in the different brand of cars removed from the U.S. market due to safety problems that presented some of their designs.

It also highlights the presence of Cisco (23 900 million)The telephoneVodafone (23,500), HP (23,400)U.S. telecom operator AT & T (22,000), BMW (19,900), Oracle (19,800), Louis Vuitton (19,000), Mercedes (18 800) and Disney, which closes the first twenty posts with 18,500 million.

The list does not see any Spanish or Latin American brand though Forbes explained that its analysis was studied over a hundred companies and firms from around the world, but at least have some presence in the United States, "and that is considered a global brand should be a player "in this country.

To develop the ranking, Forbes experts studied the pre-tax profits reached different firms over the past three years and took into account other factors such as the role they play in each of their sectors.

Other brands are also present Gillette (18,000 million), Honda (17,500), Walmart (17,200), Pepsi (15,700), Verizon (15,500), Nintendo (14,200), Budweiser (14,100), Nescafe (14,100), Nike (13,500), American Express (13,000 ), Samsung (12,800), L'Oréal (12,100), BlackBerry (11,700) or Ikea (11,200).

Persumer, the new consumer by Gustavo Adamovsky under Branding

. Companies that are not on the web will not exist for the new consumer, born of a mix between individual and consumer, and named "persumer", which requires marks a closer relationship, according to a study.


Internet is a vital tool in the list of consumer brands with the post-crisis and now he is not in the network does not exist, predicts the study "The Next Best Brand" by Method Helmer through its Permanent Observatory Trends, FUTUR E.

This study has christened a new term to the consumer of the future: Persumer, a new figure that is emerging and whose name comes from the fusion of people and "Consumer." The claim Persumer other relationship with the brands that requires communication from you to you and to the point, much more involved in their lives, their problems and everyday life. The post-crisis consumer wants to feel closer to the mark, committed to their world and capable of offering new alternatives, brave and firm.

The future consumer is strengthened from the crisis. Has maintained a cautious stance over consumption and critical marks. And in this line is defined Persumer, a customer who knows his power, his place in the brand-consumer relationship, and is considered the protagonist of this relationship.
His critical spirit puts you in position to choose and will choose brands that always perceived as well defined which are clear and not mince words. Credibility is a rising star in this new scenario and the marks should go for that closeness and clarity if they are to a Persumer that is demanding and mature.

Dare to be true

The marks must dare to innovate and reach consumers in a future renewed and different. It is time to revisit creativity as a fundamental tool for the renewal of the brand, which will help to convey a different image, distinct and authentic. As identified in the study, brands must reinvent it to be sustainable and dare to be different, innovating not only in your message, but the channels for communicating.

It should default to break the mold and dare to explore new forms of communication. What is different is now well accepted, but there are no parameters closed flexible approach openly seeking to surprise the consumer of the future.

The demand Persumer brands known address him know all your circumstances and anticipate their needs and desires. In this new direct and close relationship, the post-crisis consumer wants to experience the difference and authenticity of the brand. Cease to be faithful to the brand to become addicted to the experiences they provide them.

Social and business networks

In the last ten years the functioning and strategies of companies, as well as ways and means by which each person does their work have changed radically thanks to the possibilities and tools that have been offered online.

Organizations in general have tried to keep up and leaving adapting to technological changes and trends that they have made, so that they can remain competitive in an increasingly demanding and dynamic.

But no they succeed or all of them are willing to let the new tools take over their work environment and that often do not feel ready, do not know how to handle and do not fully trust the benefits that they can provide, there is a certain fear of risk of implementing these new tools, unknown and so radically different from what used so far.

This applies, for example, online social networks, some companies have become his most loyal allies of work and others do not even want to mention. A new survey by Accountemps found the feelings being experienced finance directors of organizations on this issue, are concerned that the use of social networking is a waste of time, but recognize that this brings benefits such as improved customer service.

The survey was conducted by an independent firm to Accountemps from over 1400 CFOs of U.S. companies with twenty or more workers.

Prospective Planning

Strategic and forward planning are concepts that are closely linked, to the point which is often confused. The cause of the latter is that one loses the sense if there is no other.

Speaking of prospective analysis, we refer, in short, to advance. Involves analyzing the different paths they can take the future. This analysis has no reason to be, if they never planned. Why try to understand the future scenarios, if we do not do anything about it?. If we limit ourselves to analyze and consider the future and our situation in it, are predetermined, what plan?.

The leading experts in strategy, Hamel and Prahalad, in his book, "Competing for the Future" (1994), referring to differences between companies that succeed and those that do not mention that "The conclusion was imposed: Some teams direction showed a higher level of insight than others. Some even imagine products, services, and entire sectors of activity not previously existed and were determined to accelerate its birth. In a way states could say they lost little time worrying on positioning your company with respect to the existing competitive environment since their task was precisely to create a new one. Other companies, laggards-were more concerned with preserving the past that the Conquest of the future "
Herein lies the importance it gives to a combination of strategy with foresight. Envision the future and innovate, whether in product, services, processes or forms of business.

Education and engagement

The lack of training or outright lack of interest of managers is the main obstacle encountered by companies that want to increase the level of commitment to their employees. According to Martin Vickers argues, the Institute for Corporate Productivity, promote commitment in times of economic uncertainty we live is key for organizations. Manea to inculcate the best, he says, is that companies are serious about training their managers in this regard.

The commitment the company is always a matter of prime importance, but in a moment of uncertainty as we live it is even more. When the faltering labor and employees are asked to do more for less, their stress levels rise and fall of commitment. As suggested by Mark Vickers, Institute for Corporate Productivity, in an article published by the American Association Manager, develop effective strategies for workers to have a good level of commitment is key today.

According to a survey conducted by the Institute for Corporate Productivity, late last year, only one third of American workers were very committed to your business. The level of commitment of nearly a quarter did not exist.

The survey, which involved 776 people, also revealed that four out of five workers, the commitment was important or very important. What happens then? According to Vickers, the problem is that many organizations do not know how to deal with this issue. "Commitment", in fact, can be seen as an unclear term that is so difficult to measure as to inculcate. Still, the author argues that there are several practical things that can be carried out to increase that commitment.

Culture and leadership

What the survey shows the Vickers referred to is that companies in which there is a higher percentage of workers involved are different from those where this percentage is lower in strategic areas that have actively promoted it. It also suggests that one of the best ways of strengthening it is to make sure that managers, including immediate supervisors are adequately trained in this area. In fact, a good relationship between employee and supervisor is seen as the main lever for which the worker agrees.

Still, most managers fail in this area. Less than a third (29%) of respondents to that survey said their officers were carrying out actions in this regard. 79% said their companies should. Only 15% agreed that their managers were well qualified to build commitment among its workforce.

Many leaders and managers must improve their skills. His lack of knowledge is a major barrier to get the employee's commitment. Therefore, companies should train their managers and make them responsible for actively apply their knowledge.

Interestingly, the highest levels of commitment are closely linked to good market performance (earnings growth, customer satisfaction, profitability ...)

Learning Culture

On the other hand, the article says, companies with more engaged employees rely on communities of practice drive or extending the powers of its employees. In short, they put emphasis on what can be termed "learning culture."

By contrast, organizations with lower levels of commitment does not take actions to avoid it, show ultimately passive. Moreover, when they have financial difficulties, many managers are tempted to overlook this issue for a second term.

It is true, on the other hand, stressful working conditions are an almost insurmountable barrier to generate commitment among workers. A third of respondents in the study referred Vickers said that such conditions inhibited to commit. These situations are not seen, however, as a major impediment in comparison with the fact that we mentioned before, ie, lack of skills (or interest) between management

Vickers argues, finally, that the commitment levels can be increased even in bad times, in which organizations can address and make the right decisions. A high level of commitment is linked to an improvement in customer service, improved productivity, is, in short, "healthy."

Forward planning: a "discipline" intellectual

Reading a text by Michel Godet, bestselling author of "Forward Planning", rescued this interesting segment. Certainly in later grades, I will add other readings.

Anticipation not make much sense if it is not which serves to clarify the action. That is why foresight and strategy are usually inseparable. Hence the expression of strategic foresight. However, the complexity of the problems and the need to collectively raise impose the use of methods that are as rigorous and participatory as possible, in order that solutions are recognized and accepted by all. Nor should we forget the limitations imposed by the formalization of the problems, since men are also guided by intuition and passion. The models are inventions of the mind to represent a world that does not leave locked in the cage of the equations. This is beautiful because without this freedom, motivated by the desire will be without hope!. Such is the conviction that motivates us, use all the possibilities of reason, knowing all its limitations, as well as their virtues. Between intuition and reason there should be no opposition but on the contrary, complementarity. To be a "discipline" intellectually fruitful and credible, foresight needed rigor.


The debate of ideas on change, the role of men and organizations, the usefulness of the methods, it is blocked by a significant number of recurring issues reemerge to the surface whatever the arguments put forward. This occurs, for example, when we talk about the differences and relations between the concepts of foresight, planning and strategy, the interest of the probabilización of scenarios, by involvement of the complexity and specificity of studies territorial prospective. On all these matters, experience accumulated for over 30 years and captured several hundred statements, we can provide clear answers, at least from our spirit.

The wishes of the prospective reality of the strategy

Following Godet's reflections about the prospective planning, I suggest reading the following text.

The wishes of the prospective reality of the strategy.

It is always tempting to take the desires and realities. Anyway, because there are a few visions or scenarios that you should not look desirable, and we need to be convenient, stop, or the strategic option of the company, according to this unique proactive vision. It is also necessary to show proactive and know how to prepare for the changes expected to occur in the future environment of the company.

All possible scenarios are not equally likely or desirable and is therefore necessary to distinguish the general environment settings of the strategies of the actors. Thus, the success of the word scenario has led to some abuse and confusion with the strategy that should be clarified.



It would be wise to distinguish between an exploratory phase that seeks to identify future challenges and a phase law that seeks to define strategic options possible and desirable for the company, against these odds, it can maintain the course of his ship.

The distinction between these two phases is more than justified if we understand that the choice of strategies is influenced by uncertainty, rather large, weighing on the stage and nature, more or less proven, of which, between them scenarios are the most likely.

Confusing foresight scenarios the choice of strategic options that would not be the same internal actors who would be on the front line. The phase advance of the mutations must be collective and should cover as many people. The tools used in foresight to organize and structure in a transparent and effective collective thinking about the stakes and challenges of the future and, if necessary, also the evaluation of strategic options.

On the contrary, due to reasons of confidentiality and liability, the phase involving the choice of strategic options recognize that it is itself a matter for a limited number of people, in general, members of the Steering Committee of the company. Note that this last stage does not need a specific method. Decisions have to be taken after consultation and consensus reached between the leaders, taking into account the modes of regulation specific to each company's culture and temperament and personality of their leaders. The tools are useful for preparing the options and not a substitute for freedom of choice.