22 / Interbrand
Goldman Sachs was humbled in 2010 2010 9,372 $m
2009 9,248 $m
2008
10,331 $m
,50 10
,25 10
0$
m
m
m
0$
0$
m
,00 10
0$
m
$m
0$
50 9,7
0 9,5
5 9,2
m
$m
$m
0$
00
9,372 $m
0 9,0
50 8,7
8,5
37
+ 1%
goldman sachs For decades, Goldman Sachs was the firm that Wall Street envied. It bred some of the smartest investment bankers and proprietary traders and housed large private equity and hedge funds. Today, however, its aggressive, titanic leadership image has become a detriment. While the bank may appear to have been humbled with the rest of Wall Street in 2008, after a government bailout, strong earnings and high bonuses have led to a great deal of debate around whether Goldman Sachs is working in the best interest of its clients or itself. Despite a recent
38 8,990 $m
- 2%
nintendo In 2009, the downturn in the economy prompted families to stay in and play video games. This year, it is becoming apparent that the same trend is not likely to persist if the recession lifts. Although Nintendo continues to extend its brand promise, “we deliver a smile for every person,” by creating products for all audiences – whether it is a mental exercise game, fitness or musical instrument instruction – a proliferation in software has led to a dilution, in the customer’s mind, of who owns the brand. Wii is still a true cross-generational hit and Nintendo’s portable 3DS (which can produce 3-D effects without glasses) offers something new to the mix, but Microsoft’s Kinect motion-control technology system, and Playstation’s Move are offering new competition for Nintendo.
settlement with the SEC regarding mortgage securities fraud, reports of the company’s currency swap deal that may have led to Greece’s collapse only fuelled the fire. Goldman currently faces a dichotomy: On the one hand, its economic results appear to be more stable than its competitors (although it faces a weaker quarter). On the other, it faces an angry public who will only continue to lash out until Goldman Sachs begins to demonstrate that it is making sincere efforts to better align its ethics with its brand.
39 8,976 $m
+ 6%
thomson reuters Thomson Reuters’s continued investment in the brand is beginning to show dividends across the portfolio as all offerings are being streamlined and tied closer to the brand. Product launches continue to be significant proof points for the brand and the platform of “intelligent information.” The company continues to anticipate market requirements and advance the technological capabilities of its products to stay ahead of the competition. As part of its globalization strategy, Thomson Reuters sought opportunities in the developing economies of China, India, Brazil and completed 31 acquisitions in 2009, 16 of which were outside the U.S. It continues to focus on employee development programs and invest in diversity, community impact, responsible sourcing and the environment as some of the new ways to build its global brand.