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Brazilian
brands?
Interbrand evaluates the paths
and challenges of Brazilian brands
in a global market
Index
p 02
p 04
Beautiful by nature
p 16
Blessed by God
p 32
Fun-loving people
p 40
01
Brazil
talking to
the world
It is hard to say when exactly Brazil first looked at the rest
of the world and decided it had to carve out its own brand
and personality, but most would say that the seeds were
likely planted in 1958, when it won its first World Cup in
Sweden. At that moment, Brazil announced to the world
(amid widespread envy), its swing, its classy lifestyle, and
its soccer stars Garrincha and Pel.
Perhaps the first Brazilian brand to be truly internationalizedBossa
Novawas launched in the same year by two brilliant young men,
Tom Jobim and Joao Gilberto. Bossa Nova soon evolved beyond a
musical trend to become a whole attitude of life. The new and more
modern Brazil was knocking on the door: even President Juscelino
Kubitschek was dubbed as bossa nova. In retrospect, the music, in
some ways, was an early indicator of the optimism that Americas
boom years would spread across the world only a few years later.
Juscelino Kubitschek (aka JK) was not blind to this flood of
opportunity that the U.S.s prosperity brought with it. Noting the
enormous potential that lay in furthering Brazils international
growth, he opened up the economy to foreign investors and
encouraged new industries to relocate to Brazil. For the first time
ever, automobiles were manufactured entirely in Brazil; VW Beetles
rolled off the lines in 1958, in the ABC region of So Paulo. Amid the
euphoria of these boom years, President Kubitschek campaigned
on his famous catchphrase Fifty years in five. He also asked Oscar
Niemeyer, a member of the cultural avant-garde, to design the new
vision of the capital of Braslia in a location that had nothing to do
with beaches, or with any tropical clich involving bananas.
02
Looking closer
Best Global Brands earn at least one third of their sales revenues from
other countries; their brands play a key role in purchasing decisions,
and they are recognized internationally. The potential is there, so now
it is just a matter of linking the numbers to the perceptions. Brazil has
strong and consistent brands, but ours numbers are not impressive
yet. In other cases, the companies are very strong and sell well, but
have no brand.
Over the past two years, Interbrands Brazilian office has seen a high
level of demand from companies that want to adapt their brand
strategy and identity to the global scenario. The need for a cross-border
outlook is now widely accepted, even while businesses continue to run
operations locally. Our time has finally come: Brazil is now playing the
international circuit, because yes, we have a global attitude, and also a
number of other essentials too (see sidebar).
And we are using the lyrics from a musical portrait of Brazil to present the
things we do best, that place us under the spotlight and give us a chance to
get some major progress in terms of economics, presence, influence and
image. Blessed by God, beautiful by nature, gifted with flair and flexibility
for tackling any challenge this is how we are translating the Brazilian
identity when we set about building our brands, not without a certain
dose of poetic license, of course. As a nation, we know how to work the
positive side of a stereotype. We have acquired technical expertise too,
then conquered and refined it. We have learned how to ensure quality,
and we surely have the knack of finding quick and creative solutions to any
situation. And we have the results that show our approach is right. Bring
on the bossa! And keep it coming!
03
01.
Beautiful by nature
01.
Beautiful by nature
01.
Beautiful by nature
Beauty comes with the territory, and appreciating beauty is our calling in life.
This is evident in everything from ou inarguable expertise in bikinis, to our
way of flaunting our body, and our individual interpretations of the hang of
garments (taking into account the high level of skin exposure required due to
the heat). Beauty lives alongside the colors in Brazils sunlight and beaches,
where aesthetic democracy reigns supreme.
In the fashion and beauty industries, brands have evolved all of these
juicy clichs, transforming them into an innovative and contemporary
professionalism. While we cant boast the worlds unanimous admiration
of French haute couture or its assessment of Italys impeccable taste,
which date back centuries, in a short period of time, we have been able to
create a language that can travel the world and incite desire. We are on the
worlds agenda for fashion events, we are exporting models, and now we are
exporting brands too. (Not many of them yet, it is true.) But Brazilians have
a lively eye for detecting demands and responding to them. Their responses
are alert and refined. Now their strategy must also be refined. The behavior of
individual markets has to be understoodand the hearts and minds of new
consumers, won over, to ultimately sell more.
Grendene
01.
Beautiful by nature
Melissa Aranha
Campana: designers
and artists bring
fresh air and innovation
to the brand
Havaianas Democracy had taken over the show. Hollywood starlets liked
their cool appeal and led the way for flip-flops to be worn at restaurants,
parties and all kinds of social events. At the 2003 Oscars they were gifted
to the nominees. Jean Paul Gaultiers models wore them on catwalks.
Havaianas
Freire, where you can customize your pair is the ultimate experience.
This store features Havaianas sandals on feet, on heads, in fact
everywhere. The history of the brand is shown on a timeline in a
tiny museum inside the store. Havaianas decorate the walls and are
displayed at newsstands, and fruit stalls. It is purely conceptual in
every way and designed by one of our best architects, Isay Weinfeld.
The Havaianas store has become a tourist attraction and is always
packed.
The brands ability to surprise us seems to be far from exhausted.
Havaianas delivers the product and, more importantly, it has
spontaneously became a topicone that rivals a huge celebrity. It
has definitely earned the title of our most global fashion brand.
01.
Beautiful by nature
In any event, alls well that ends well, and were looking pretty
good. Brazil is the worlds 8th largest textile maker and our clothing
exports brought in US$ 2.4 billion in 2008. Fashion is the second
largest industry in terms of employment, second only to the
construction industry. This is a business in which a well-built and wellmanaged brand can boost the price of the product to a level beyond
comprehension, and Brazilian fashion is no exception to the tradition.
We now have companies whose brands feature global attributes. They
are earning significant export revenue or building physical presence in
other countries. They are presenting good sales numbers, and/or are
building a reputation, and becoming objects of desire.
But this is no fashion version of Brazils economic miracle. Enduring
evidence of this development is easy to find. Even when we were
still working on the very basic items, our clothes had an indefinable
edge to themthey were sassier, more fun loving, more easygoing
and unpretentious. Which is not to say that we are unable to behave
elegantly. We do have designer labels and they are highly coveted
in many countries. But we also have brands that brilliantly blur
the boundary line between work and leisure; between formal and
comfortable.
For these reasons, among others, our fashion brands really are talking
to the worldor at least to the significant part that is able to make a
difference and set new trends.
Rosa Cha
ROSA CHA
Ever since Girl from Ipanema, the world has been learning the
history of Brazil through bikinis, the girls that fill them, and the
songs that inspired them. But in terms of brands, it was Rosa
Cha that placed Brazils teeny weenie expertise on the map.
Amir Slama, the brands creator, started by looking around for
new textures and tones that would distinguish his products. So
successful was his mission that his bikinis are world-renowned. By
1995, Rosa Cha bikinis embellished storefront displays at Gallerie
Lafayette in Parisa huge feat, although it has to be said that their
mannequins had a somewhat dubious indigenous look. Two years
later, it was Americas turn to wear bikinis, and Rosa Chas items
were on sale at several trendy stores. To crown its achievement,
the brands premiere on foreign runways happened during New
York Fashion Week in September 2000.
What made Rosa Cha such a successful brand abroad was its ability
to match is a chic Brazilianness (complete with Carmen Miranda
prints) with the right proportions and sizes for foreign markets.
This same sharp eye applied to differentials in fabrics, colors and
prints, was critical for the brand to get leverage abroad based on
adaptations that were just right: A larger bottom for the European
market, and a higher leg for Americans. All of this, of course, was
done without losing sight of that down home Brazilian flavor.
But style does not live on branding alone. In 2006, Slama sold
75 percent of Rosa Cha to Marisol, a textile giant with the clout
to catapult the brand to the next level, focusing on production
and logistics to boost sales. Rather than just a business, Marisol
saw this fashion beach brand as an icon to head its international
expansion. In May 2009, the company bought out the rest of
Slamas Rosa Cha stock and is now set to hit more beaches.
Osklen
10
11
01.
Beautiful by nature
Carlos Miele:
The success of this
Brazilian brand could be
explained through its
embodiment of Brazil
Carlos Miele
CARLOS MIELE
&
Alexandre Herchcovitch
H.Stern
Curiously enough, H. Stern has more prestige abroad than at home,
in Brazil. Perhaps its the name, with its foreign aura that does
not initially advertise the nationality of the company. H. Stern,
however, has been selling Brazilianess all over the planet for more
12
than 40 years, and on a scale that very few other brands can match.
Not many people will know this, but H. Stern has pursued innovation
from the beginning. It was a pioneer in creating stylish jewelry
from Brazilian stones. In 1983, Stern built its global headquarters
in Ipanema; it was the first building in the world to have all the
segments involved in jewelry manufacturing under one roof. But
this wasnt enough so Stern created its Noble Gold, a yellow and
white gold alloy, and the exclusively Stern Star diamond cut. More
recently, it had guest personalities sign collection, which succeeded
in lending character and new differentials to the whole universe of
desire expressed by the H. Stern brand.
The great paradox is that it became an international brand rather
than a Brazilian brand. The natural order of things has been
subverted, so to speak. It was the appreciation H. Stern received in
other countries that raised the brand to the global position it now
occupies so comfortably. In addition to the numbers that confirm
this theoryexports account for 54 percent of its revenuesthere
is the recognition. Actresses such as Angelina Jolie, Eva Longoria
and Sandra Bullock wear H. Stern at the Oscars and Emmys and its
campaigns feature the worlds top stars. With 80 stores, and points
of sale spread across 12 countries, it is a globally renowned brand. In
Brazil, however, the jeweler is not treated with the same generosity
or recognized to the same extent. In this sense, perhaps we are still
paying the price. After years of suffering from an inferiority complex
for feeling like a nation unable to make luxury items, we finally have
one of our own. Unfortunately, it seems we arent in the habit of
appreciating our own brands.
13
02.
Blessed by God
16
02.
Blessed by God
17
02.
Blessed by God
If God is Brazilian, thats a secret he keeps, but in these prolific lands we learned how to grow
fruit, grain, energy and to produce the most delicious meat. We carry the freshness, the tropical
abundance and a quality second to none in raw materials. And nature is smiling, as sang Cartola
- - an extraordinary differential that put us on top of every exportation rankings.
Brazil has such lovely and bountiful geographics. It is a land of endless generosity in the literal sense of the
term, while in the figurative or stereotypical sense, the geographics are as warm and welcoming as the
Brazilians, always finding a way to crack a smile. There are no earthquakes, no tsunamis, and aside from the
occasional drought or torrential downpour, nature is usually in a good mood. Energy flows around here as if
by magic: plenty of sunlight and endless supplies of water; the Amazon pumping out oxygen to the world;
gems in Minas Gerais. Theres gold deposits, sugarcane, oil, food and drink.
Such copious gifts of nature cannot but favor this nation. Brazil has always been recognized as one of the
worlds greatest source of food supplies and today this image is even stronger. We have moved on from the
field to the table; from mines to auto-parts and fuels. We are creating new and alternative products, and
we have a unique approach to our countrys natural setting and resources. We love analyzing things and
reinventing them, making new products and specializing in any number of other transformations to show
people that we are good, indeed very good, at taking the commonplace and improving it. That is how we
make our presence felt here in Brazil and around the world too.
Brazil has a seven percent share of the worlds agricultural commodity market
It is the worlds third-biggest exporter of agribusiness products
Brazil is the worlds leading exporter of: red meat (24 percent of the total),
chicken (39 percent of the total), sugar, alcohol, orange juice, coffee, tobacco
18
19
02.
Blessed by God
Citrovita
Cutrale
Citrosuco
The lyrics of an Elis Regina song, which features the street sellers
cry of Buy my oranges, good sir, would be the perfect pitch for
Brazilian orangesthat is, if they werent already so popular.
Brazilian oranges are admired, recognized for their quality, and
drunk worldwide. While our natural setting, which sustains all of
our successful agricultural commodities, is very much responsible
for our huge supply, our successful juice-export trade owes as
much to our initiative and drive. From the initial planting of tree
sprouts to the delivery of the mornings juice to breakfast tables
all over the planet, weve built differentials and added value to the
production cycle.
We have a tradition in this field: Cutrale, the worlds largest orange
juice exporter, has been in the business for over 50 years. The
family bought its first plantation in 1952 and in 1967 acquired
Suconasa, one of the first orange juice makers. A few months later,
Cutrale got a huge boost from soaring prices on the international
market after a frost hit Florida. Now it supplies about 30 percent of
all juice consumed worldwide and exports to over 20 countries in
Europe, China and the USA. Cutrales customers include Parmalat,
Nestl and Coca Cola.
The merger of Citrosuco and Citrovita, announced in May 2010
creates another giant. The new company will respond for 40%
of the domestic production and a fourth of all the orange juice
drank around the globe. Without the Brazilian presence in this
activity surely a good part of the of the worlds breakfast would be
nutritiously jeopardized.
Despite leading the orange juice category, consumers who
appreciate the flavor of Brazils orange juice have no idea as to who
is ultimately ensuring these winning qualities. Thats why creating a
Made in Brazil brand for our juice would go a long way to providing
an advantage. The opportunity is there it is not unusual packaging
of this type to mention the source of the goodies but creating a
brand takes time, and it does not come cheap.
20
JBS Friboi
Marfrig
In the meat segment, JBS Friboi ranks alongside the worlds giants.
The firm has put Brazilian efficiency on the map through its scale,
dynamism and presence. JBS has performed outstandingly well
and its international acquisitions have helped consolidate the
companys leadership in the worlds beef trade as a global player
capable of diversifying geographically to produce and distribute its
products. JBS Friboi is now the worlds largest meat processor and
exports to over 110 countries on five continents.
However, diversification and globalization are each separate
things; and branding is yet another. By chance or by design, JBS
has had opportunities to build its brands for some time. It has
invested heavily in acquisitions and benefited from these deals to
leverage the opportunity represented by incoming brand equity
to add value to its own brand portfolio.
Some of its initiatives earned a score of 10/10. In September 2005,
JBS acquired Swift Argentina to become the owner of the Cabaa
Las Lilas brand. Cabaa Las Lilas is recognized internationally as
Argentinas best meat, with the luxury of having its own flagship
restaurant in Buenos Aires. JB went for another deal in 2007, but
21
02.
Blessed by God
this time the stakes were higher since it acquired the Swift & Co
name, a brand with a global presence. Of course Swift was not a
Brazilian brand, but it was the only brand with horizontal presence
in several countries in which JBS does business.
The short-term is here now, and plans to invest in branding are
now part of the companys strategy. In practical terms, we are
talking about boosting added value for its products through more
customization for each market in which their brands are trading,
and thus building presence in the minds of consumers by working
on brand names for clients or their own trademarks. This means
building a great corporate brand for a great company in terms of
recognition by the general public.
The world hungers for brands that meet specific needs, and
Brazilian players in the meat segment have both the opportunity
and the expertise needed to create value in relation to their
corporate brands.
In the wake of JBS Fribois growth, Marfrig has made progress
by wagering on diversification. It has now become the most
diversified food company in the meat segment, and the fourth
largest producer of beef and beef products, as well as one of the
worlds top 10 chicken processors.
Marfrigs growth strategy is horizontal. Over the past three years,
it has made 37 acquisitions, more than half of them outside Brazil,
to strengthen its physical presence internationally. Currently, its
exports are being shipped to more than 140 countries. However,
despite all this robust growth, Marfrig is still living in brandless
territory, using different brands in each region. In simple terms, its
brand strategy is not being combined with growth, which could
certainly contribute positively to the corporate brands image and
firepower.
Apparently there is no ongoing program for Marfrig to ensure
its brand through product names. Two planets are orbiting on
separate paths: Marfrigs reputation is one of them, its brand
recognition another. A way to bring the two closer together
would be to capitalize on the equity of its product brands. Once
consolidated, they could take on the scale of more elastic globalized
brands, with a more wide-ranging approach to their markets.
They could also approach a corporate brand. This would be a winwin scenario, and could help Marfig start to tap into new segments
and needs based on dedication and expertise.
Exports account for 68 percent of JBS Fribois sales revenues.
Different products - fresh, chilled or processed meat bear
different brands depending on the country.
Products come from four countries: Brazil, Argentina, Australia
and the United States.
22
BR Foods
In the wake of 2009s major merger and acquisition deals in
the segment, a new company has stirred interest in terms of
branding: BR Foods, the product of a merger between Perdigo
(68 percent) and Sadia (32 percent). BR Foods now trades on a
monumental scale, with horizontality, a legacy of strong brands
from its companies of origin, and a strong presence in the global
marketplace.
Exporting was nothing new for any of the original companies. On
the international scenario, although both firms were concentrating
their efforts on building and consolidating brands, they were
pursuing different strategies. Perdigo has manufacturing facilities
in Romania, Argentina, England and the Netherlands, and offices
in 11 countries. It used, however, a different name abroadPerdix
which is easier to pronounce in other languageswhile retaining
the same visual identity on its packaging. It has several product
brands (Sulina, Borella, Unef, Confidence), including one for
Muslims: Hallal.
Meanwhile, Sadia has a name that is easier on foreign ears, so
it went ahead with its master brand, as well as the brand Qualy
to export a thousand different products to 117 countries. The
strength of the company, which has become an important
competitive advantage, was its careful scrutiny of adjustments
required for different markets. Part of this strategy was to ensure
that it delivered world-class quality. It went the extra mile to
learn regional culture and habits and thoroughly incorporated the
changes required. An example of this approach concerns animal
slaughter practices required for religious reasons. It is no accident
that Sadia is a reference and benchmark in the market for chilled
meats, given the pace at which it anticipates demands and creates
new products.
The Sadia/Perdigo merge takes their joint offering as companies
to a higher level. In terms of the growth of their product brand
portfolio, almost everything is possible: Optimization, channeling
brands with potential for cannibalization to different markets;
investing in product brands; more tightly focused strategies for
niche brands; holding onto Sadia and Perdix, or switching to invest
in the new BR Foods corporate brand on a new scale - in fact on a
global scale right from the start.
BR Foods is the Brazilians second biggest food conglomerate and
its fifth largest exporter. Furthermore, the worlds biggest chicken
processor
Accounts for 52 percent of chicken exported by Brazil (volume
sales) and ships 48 percent of pork exports
23
02.
Blessed by God
Native
24
25
02.
Blessed by God
Fibria
Any discussion of growth in the pulp and paper segment leads
directly to the issue of internationalization. Brazil has raised its
annual output and jumped from sixth to fourth in the industrys
world ranking. Fibria understands that Brazil is already in the
forefront of the global showcase, and tends to develop this position
further. It began working on its brand identity from the start and
focused in on its goal: World leadership in short-fiber pulp.
As a product of the merge between Aracruz and VCP (of the
Votorantim Group), Fibria has some obvious advantages. However,
to protect its brand value in the future, it also needed to temper
its vast production with responsibility. Its goals are to make itself
heard and respected for its best practices, deliver innovation,
respond to the industrys concerns, and take the venture to the
next level, in line with new developments globally.
Its companies of origin had very different profiles, so Fibria learned
from their stories and struggles to build an identity of its own: One
that would be capable of capitalizing on strengths, redeeming
weaknesses and building new differentials. It would be a strong
brand built separately from product brands.
26
Petrobras
27
But what really fills us with pride is the companys role in creating
and improving deep-water drilling technology. Genuine knowhow of this caliber is just as sought after and exportable as oil
gushing from the ground. For this purpose, our land and our sea are
not enough, so Petrobras has carved out a global market share of
almost 25 percent in deep-water operations, and it is planning to
allocate 12 percent of its exploration investment to international
oil fields.
02.
Blessed by God
For a brand that has been working to break away from its image
as a state-owned company and capitalize on its Brazilian origins
in a modern way, gaining ground around the world will require
prioritizing and planning. Like the giant veterans of Big Oil,
Petrobras has already achieved a reputation that goes beyond oil
itself. It stands for all the history, technology and innovation that
lies behind every gallon pumped from its wells. A key issue today
is its role in relation to the preservation of the planet and it must
not lose sight of the importance of clearly responding to questions
raised around this matter, with the utmost transparency and
28
Vale
Think big, speak up. Vale has done that, and done it well, in terms
of amplifying its scope, internationalizing, and brand building.
Founded by the Brazilian government in 1942, as Companhia Vale do
Rio Doce and privatized only in 1997, Vale defines itself as a mining
pioneer whose principal activity is also the key attribute that guides
its actions: transformation (of mineral resources into ingredients
and products that are essential to our everyday lives). In nearly seven
decades, it has brought about a far-reaching transformation. Vale
is the largest private company in Latin America, the largest iron ore
producer and the second largest mining company in the world, as
well one of the largest nickel producers.
In Vales case, going international was not something that took place by
choice, but rather a development that derived from the original nature
of the business. In a manner of speaking, it took place naturally.
In November 2007, it dropped its double-barrel name (Companhia
Vale do Rio Doce), and its dry-as-dust geometrical logo to review
its language and stance, and set out to be part of the wider world.
This was its big move; an the effort to adapt more fully to foreign
markets and start talking directly to end-consumers, and to the
general public in Brazil.
By reducing its name down to Vale, it was able to reflect a warmer
identity and create intimacy. Foreigners lives were made easier
too, when pronouncing the new name. The new logo has dropped
straight lines for lots of curves, and is organic and suggestive, having
left behind the engineering footprint associated with its mining
business. The logo recalls a valley but also resembles a heart.
29
02.
Blessed by God
Gerdau
Braskem
30
Ambev ABInbev
The brand has always been a fundamental issue for Ambev, which
in 1999 was already the fifth biggest beverages manufacturer
of the world. Then there was the global alliance with Interbrew
when Inbev was created and finally the merger with the American
Anheuser Bush originating AB-Inbev, with the dream of becoming
the best beer maker of the world.
AMBEV has always been known as a company that invests in its
products portfolio. It makes brands using human values: they
are spontaneous, original, or funny, simply warm, like people we
consider really nice and quickly become friends with. This is how they
introduced the most present Brazilian brand worldwide: Brahma.
Launched to the world in 2003 with the Ginga concept, the Brazilian
philosophy to live life with creativity and spontaneity, Brahma used
the slogan Improvise: Brahma, the beer from Brazil. And there were
images of capoeira, selling our rhythm as pure poetry.
Leader by the scale of its business, in tune with the market trends
and moves, Braskem can enjoy the advantages of a strong brand
with huge visibility and a much higher relevance. The maintenance
of this image and the effort for its improvement and growth,
however, demands strategic work, integrated with the company.
This involves looking closely at brands that have arrived from its
acquisitions and investmentsquite a challenge for such a young
company that grows and gets stronger before the markets eyes.
31
03.
Fun-loving people
32
03.
Fun-loving people
33
03.
Fun-loving people
Our image consists of smiling, mellow people that enjoy lifes pleasuresa colorful mix of all levels, the
heat of the tambourine, a thrill you can touch. Some Brazilians spread the joy of our brand around the
world, with discipline, poise and, or course, talent
In the business world, Brazils fun-loving approach to life has crossed oceans and landed on catwalks in many countries.
It is the seasoning that spices up our brands, both their concepts and the way we manage them. We pitch the image
of a fun-loving, vibrant and colorful country, which gives us a great edge, particularly in entertainment. In music,
painting, design, film, and literature, we can show that we are able to have fun and be very professional at the same
time. However, at the same time, we have to be careful not to slide onto the negative side of the image immortalized
in the expression this is not a serious country.
In Brazil, brands are people who are helping to transform the countrys reputation worldwide, through their
contributions to the cultural repertoire. These people have grasped the fact that building their image is a top priority
for their business, locally and internationally, right from the start. They have important lessons to impart on how
to structure a career without forgetting the important detailsthis involves commercial and communication
strategies, media relations and marketing. It even involves artistic partnerships: who to build them with, how to do
it, and when. Being global brands themselves, they want to ensure they are treated as valuable assets; so they learn
to read different situations and adapt to different markets and audiences, setting examples to be emulated. Most
particularly, they are innovating and they are thinking long-term. Lets look at some Brazilian personalities with a
global branding attitude. These leaders of the creative economy are the people to keep an eye on.
34
Paulo Coelho
Photos: Seu Jorge - Cucabrazuca, Olodum - Vini, Paulo Coelho - EUTERS/Charles Platiau
Olodum
Seu Jorge
Seu Jorge was a member of the band Farofa Carioca, which played
at the Free Jazz Festival in 1998, and released the album Moro no
Brasil [I live in Brazil] in Brazil, Portugal and Japan.
His first solo album, Samba Esporte Fino, was produced by Beastie
Boys producer Mario Caldato Jr. He then went on to play the role of
Mane Galinha in City of God, directed by Fernando Meirelles. The
movie was nominated for an Oscar.
In 2004, director Wes Anderson casted him for Life Aquatic, shot in
Italy with Bill Murray, Owen Wilson and Cate Blanchett. Seu Jorge
also wrote the soundtrack.
35
03.
Fun-loving people
36
Photos: Cu - Marcelo Gomes, DJ Marky - Janana Castelo branco/SiteNOIZ, Bebel Gilberto - Liina, DJ Dolores - Damian Rafferty
The singer Cu: attracting more and more foreign listeners trough careful distribution of her CDs
Cru, his second CD, came out in France first and was only released in
Brazil a year later. A clip for one of the tracks was filmed in Italy with
contributions from Willem Dafoe and Bill Murray.
Seu Jorge produces his own video clips and CDs, and is more
successful in Europe and Japan than in his own country.
DJ Dolores
Cu
DJ Mau Mau
The singer Cu is focusing on distributing her work. Her first CD
was released in 2005 in Brazil and Warner Music handled Latin
American distribution.
Two years later she reached the United States, the United Kingdom,
Europe and Japan.
Cu was the first foreign artist to have an album chosen for the
Starbucks Hear Music Debut series, sold at the chains cafs and
traditional stores too.
Mauricio de Souza
Bebel Gilberto
DJ Marky
Marky was the forerunner of jungle and drumn bass in Brazil and
launched Innerground Records, the first Brazilian rhythm label. He
built his fame while regularly performing at clubs internationally.
37
03.
Fun-loving people
Fernando Meirelles
The 2002 film City of God was a milestone in Brazilian cinema for
a number of reasons: It casted local favela dwellers as actors; it
highlighted the local color of life in Brazil (which is not always so
fun-loving); and it was nominated for an Oscar in 2004, and was an
international box-office success.
The directors international productions include The Constant
Gardener and Blindness, which was selected for opening the Cannes
Film Festival.
Rio de Janeiro submitted a video that he created to back its campaign
to host the 2016 Olympic Games.
Walter Salles
Os Gmeos
The movie Central Station took the Golden Bear in Berlin and
garnered Fernanda Montenegro a best actress award. Fernanda
was the first Brazilian actress nominated for an Oscar, also for
Central Station.
The Guardian named Salles one of the worlds 40 best filmmakers
in 2003.
Behind the Sun was nominated for a Golden Globe in Best Foreign
Picture. His films are distributed internationally, which make them
accessible to a huge audience and help to attract a talented castfor
example, Motorcycle Diaries star Gael Garca Bernal.
Grupo Corpo
Founded in Belo Horizonte in 1975, this Brazilian dance group has
performed in over 14 countries.
Campana Brothers
From 1996 to 1999, they were residents at Maison de La Danse in
Lyon, France, which led to a busy international agenda.
Grupo Corpo now has 34 choreographed dances and has performed
more than 2,200 times; the current repertoire comprises of 10
ballets and they have an average of 80 performances every year all
over the worldfrom Iceland to Singapore.
Deborah Colker
They produce limited editions out of just two factories and the
Campana studio in So Paulo. This exclusivity secures their high
prices and ensures that their pieces continue to be viewed as
objects of desire.
38
A free pass to the Oscars red carpet. Os Gmeos went from from So Paulos walls
to the Tate Modern, in London.
39
03.
Fun-loving people
Fernando Meirelles
The 2002 film City of God was a milestone in Brazilian cinema for
a number of reasons: It casted local favela dwellers as actors; it
highlighted the local color of life in Brazil (which is not always so
fun-loving); and it was nominated for an Oscar in 2004, and was an
international box-office success.
The directors international productions include The Constant
Gardener and Blindness, which was selected for opening the Cannes
Film Festival.
Rio de Janeiro submitted a video that he created to back its campaign
to host the 2016 Olympic Games.
Walter Salles
Os Gmeos
The movie Central Station took the Golden Bear in Berlin and
garnered Fernanda Montenegro a best actress award. Fernanda
was the first Brazilian actress nominated for an Oscar, also for
Central Station.
The Guardian named Salles one of the worlds 40 best filmmakers
in 2003.
Behind the Sun was nominated for a Golden Globe in Best Foreign
Picture. His films are distributed internationally, which make them
accessible to a huge audience and help to attract a talented castfor
example, Motorcycle Diaries star Gael Garca Bernal.
Grupo Corpo
Founded in Belo Horizonte in 1975, this Brazilian dance group has
performed in over 14 countries.
Campana Brothers
From 1996 to 1999, they were residents at Maison de La Danse in
Lyon, France, which led to a busy international agenda.
Grupo Corpo now has 34 choreographed dances and has performed
more than 2,200 times; the current repertoire comprises of 10
ballets and they have an average of 80 performances every year all
over the worldfrom Iceland to Singapore.
Deborah Colker
They produce limited editions out of just two factories and the
Campana studio in So Paulo. This exclusivity secures their high
prices and ensures that their pieces continue to be viewed as
objects of desire.
38
A free pass to the Oscars red carpet. Os Gmeos went from from So Paulos walls
to the Tate Modern, in London.
39
04.
A flair for improvisation
and flexibility
40
04.
A flair for improvisation
and flexibility
41
04.
A flair for improvisation
and flexibility
As our geography, the swaying of girls hips and Niemeyers architecture demonstrate, weve got a innate
flair for improvisation, flexibility and adaptation. Finding a way is a Brazilian talent which we applied
well to dodge crisis, predict future desires and form unlikely solutions
A flair for improvising and adapting is one of Brazils best traits. It isnt just obvious in the flexibility of our soccer
players, but in our approach to life in general. Were good at adjusting pace, learning new steps, and tweaking forms
to create spaces: Watering down a bean stew if unexpected guests turn up; dancing samba, inching tighter on an
overcrowded bus to make room for one more, getting an extra glass to share in a bar, or squeezing an extra person
under a parasol shade on the beach.
All this adaptability obviously works in our favor in the literal sense, but even more so in the figurative sense. When
the need arises, we can change course to deal with the unforeseen, adapt to the unexpected, or reinvent a solution.
This is seen in our resilience, in peoples ability to cope with things, and get over lifes troubles. In business, resilience
is certainly crucial in a crisis - it means quickly and flexibly getting back into shape after a tumble, and adapting to a
new economic scenario.
What does Brazil gain from its flair for improvising and flexibility? In the services sector, in particular, the great
differential is a mixture of inventiveness, an eager attitude, warmth, empathy, and caring concern. Brazils financial
services, construction, and aviation industries have garnered so much recognition that our brands in these segments
have built a unique signature and a relevant way of delivering their services to the rest of the world. These are good
examples of how much we have learned from years of successfully lifting ourselves up, dusting ourselves off, and
starting over. In Brazils history there have been many scenarios of volatility as tropical as our climate.
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43
04.
A flair for improvisation
and flexibility
Banco do Brasil
Banco do Brasil blends with the history of Brazil. After 200 years in
business, it has over 4,000 branches and 13,000 points of service.
The bank does business literally all over Brazil and it is Latin
Americas most profitable bank with assets worth US$ 306.8 billion
according to consultancy Economtica. True to its attitude and its
mission of contributing to Brazils development, it is present in 142
countries and has 14 international branches.
But presence and internationalization are not a synonym. The BB
brands current attitude in the international sphere seems to be
more one of supporting the institutions mission, and adding value to
the banks image by providing support for Brazilian investors, along
with services for Brazilians residing abroad. It is not really working
for brand perception internationally, or translating and consolidating
the equity it has already built up on the domestic front.
But ideas may change, and strategies ought be revised to respond
to paths of the global and globalized scenario. If it aims to really
reach out and build an international brand, BB has to deal with
Bradesco
Another financial sector brand that has the potential for going
international is Bradesco. In Brazil, this institution is highly
recognized for capillarity and solidity. It is present in every city
in Brazil. In terms of financial performance, it has everything to
celebrate - like Ita Unibanco S.A., it did very well and even got
stronger during the crisis.
However, the brands visibility in other countries does not seem
to be high on the agenda for the banks growth strategy. Growing
its domestic market still stands out as its main goal. The Bradesco
brand contributes decisively to the feasibility of this growth, for
the ability to deliver on promises and add value to an image that
has been built through smart communication initiatives and
innovative services of different kinds, such as postal banks, an
initiative that dates back to 2001.
Despite the potential for internationalization anchored Brazils
excellent performance, the bank decided to focus on its domesticmarket brand strategy. Foreign market focus was regulated to
the business of monitoring foreign trade transactions through
its branches and subsidiaries. In light of the tradition and equity
it has built locally, it does not seem inclined to work on an
internationalization strategy based on any specialized offer.
44
45
04.
A flair for improvisation
and flexibility
Embraer
46
TAM
In the 1960s, TAM started with ten pilots and single-engine aircraft
flying passengers and cargo between the states of So Paulo and
Mato Grosso. The TAM brand was rising by 1976 and grew fast as
the 1980s started. By 1981 it had flown one million passengers.
From the beginning its key achievement and greatest differential
was that it beat many other competitors to detect an issue that
seems obvious today: you cannot treat passengers and cargo in
the same way. Passengers had to be the target, and required close
and constant contacta business philosophy that helped TAM
build its differentials. It ultimately changed the way we view flying
and got a head start in service customization. And its red carpets
have been emblematically rolled out for every flight since 1989.
The business strategy has changed over time. TAM stewarded its
brand with enough flexibility to continue communicating its values
and attributes as its offer expanded. As its operations extended
47
04.
A flair for improvisation
and flexibility
to fly to more states, the passenger volume soared. By the mid1990s, it was flying to every major airport in the country. By 1998
it was offering direct flights to Miami, and to Paris in 1999.
TAMs brand has been developed in total alignment with the
companys growth, communicating innovation, technology,
flexibility and resilience. Proof of this resilience is in the way TAMs
brand emerged practically unscathed after two of the worst
crashes in the history of Brazilian aviation (1996 and 2007). In
addition to these events, the last decade has seen a downturn
in the industry in the wake of the 9/11 terrorist attacks, then the
economy picked up with higher demand over the last five years.
TAM not only grew in terms of numbers and results, but also
geared up to serve new needs and demands, while remaining
poised to take action in the globalized context and compete with
international brands boasting longer traditions and higher levels
of awareness. TAM became a quality option for passengers from
other continents. More frequent flights, new international routes,
strategic partnerships with companies such as Portugals TAP,
touth Americas LAN, United Airlines in the States, and Germanys
Lufthansa. In 2007, TAMs market share reached 64.3 percent in
the category of international routes flown by Brazilian airlines.
The coming years will provide even more opportunities for TAM
to gain exposure and build its image as tourists flood into Brazil
for the World Cup and the Rio de Janeiro Olympics. As well as
opportunities, new challenges are looming on the brands horizon
in the shape of real-time media attention, with all eyes on Brazil,
and booming demand. TAM will have to maintain its consistent
delivery, keep its promises and gain flexibility to serve a new and
varied audience and their high level of expectations in relation to
Brazils industry leader.
Domestic market leader for over four years.
Now flying to 42 airports in Brazil. Reaches 79 different
destinations nationwide through commercial agreements with
regional airlines.
Ended 2008 with shares of 49.1 percent and 85.5 percent
(record for the brand) in the domestic and international
markets respectively .
48
Under construction
Housing is a very suitable ground for brand building. While
internationalization does not involve placing signs in front
of buildings in different countries, it does mean gaining
recognition and improving a brands image among foreign
investors, as well as consolidating a brand on the upside
potential of its assets. A respectable amount of investment
is coming into the sector. Consultants Cushman & Wakefield
report that in 2007, Brazil was eleventh in the world for foreign
investment in real estate, with about US$ 14 billion. Volume
was up 143 percent on the previous year. Among the emerging
countries, only China outperformed us with US$ 15 billion.
Brazils real estate market is booming. Investors and banks have
their eye on this growth and for the first time are ready for largescale ventures here. I am not talking about purely and simply
lending money, which is the most traditional form of participation
in this activity. Other possibilities include real estate securities,
investment funds, and construction industry stocks.
49
04.
A flair for improvisation
and flexibility
Gafisa
Cyrela
The Rio-based company Gafisa has been in business for over 50 years,
and has worked on its brand and envisaged courses of action capable
of supporting new business strategies. It was founded by Gomes de
Almeida Fernandes, became Gafisa Imobiliria in the 1980s and then
Gafisa S.A. in 1997, on joining with GP Investimentos. Today, it is one
of Brazils leading builders in housing and real estate development. Its
brand conveys quality, solidity, and commitment to customers.
Changes in Gafisas business goals, internal organization and share
ownership have been efficiently integrated with its brand strategy to
boost its relevance and ability to deal with new offers appropriately.
There was the investment of Equity International Properties, the
international arm of Sam Zell (the American mega investor), that
now has a 32 percent stake in Gafisa. In 2006 the company held an
IPO on Bovespa and a year alter was also traded on the New York
Stock Exchange, becoming the first Brazilian residential developer
to be listed on the NYSE.
The Gafisa brand has been built internationally without physical
presence of its product, which may sound contradictory. But there is
a lesson here as to how to gain value to the extent investors require
on the basis of solidity and financial and business performance.
A similar path was taken by Cyrela Brazil Realty, another industry
giant that now leads the housing construction sector in So Paulos
urban center and accounts for 15 percent of the Brazilian real estate
development market. The initiatives taken by the companyand
its brandconsistently catered to its aspirations for geographic
expansion and consolidated Cyrelas presence in every region in
Brazil. It enlarged its ability to generate business and reach more
audiences through joint ventures with other builders. A division
As the companys value rose, image gains accrued too. For three
consecutive years, Cyrela has been listed as one of Carta Capital
magazines Most Admired Companies in Brazil. It has garnered awards
for its performance in the category and won Top Marketing in 2007.
The near future suggests many business opportunities for the brand as
well. For example, the Rio de Janeiros hosting of the 2016 Olympics,
poses a perfect scenario to consolidate these gains, and add even more
value to the brand through contact with new audiences.
Major developments
One of the first sectors that established Brazils competence and
potential for global growth was the construction engineering
industry, which tackled major projects such as bridges, dams, and
reservoirs. Having plenty of manpower available locally, Brazilian
contractors carried out huge projects domestically, developed their
expertise and with know-how to spare and their own particular
approach to the business, they ventured out into the world.
Trained by adverse situations typical of developing countries,
Brazilian contractors expanded to Africa and the Middle East,
working in difficult regions and countries scourged by civil war,
where established builders took no interest at the time, probably
because they were not willing to take the risk of being first.
A unique feature for companies in this sector is that brand
building took place organically through relationships in and
around governmentthe government helped dictate the
main target audience and the decision makers in the vast
50
51
Odebrecht
04.
A flair for improvisation
and flexibility
Camargo Corra
52
Andrade Gutierrez
53
credits
www.french-music.org
www.myspace.com
research
www.gerdau.com.br
Priscila Tutida
www.giselebundchen.com.br
copy editing
www.global21.com.br
Cristina Ramalho
www.globo.com
graphic project
www.grendene.com.br
Eduardo Hirama
www.grupocorpo.com.br
art assistance
www.hstern.com.br
Marlia Bertolucci
www.innergroundmusic.com
illustration
www.itau.com.br
Abiuro
www.jbs.com.br
www.marfrig.com.br
references
www.marisolsa.com.br
internet
www.mdic.gov.br
http://designmuseum.org
www.meionorte.com
http://casa.abril.com.br
www.meucinemabrasileiro.com
http://revistacasaejardim.globo.com
www.modarevenda.com
http://modanpv.blogspot.com
www.mossonline.com
http://movimentonatura.wordpress.com
www.mundohq.com.br
http://natura.comunique-se.com.br
www.nativealimentos.com.br
www.abest.com.br
www.natura.net
www.abihpec.org.br
www.nytimes.com
www.abit.org.br
www.odebrechtcom.br
www.acobrasil.org.br
www.camargocorrea.com.br
www.andradegutierrez.com.br
www.gafisa.com.br
www.bradesco.com.br
www.tamexpress.com.br
www.bb.com.br
www.palavraeditoraearte.com.br
www.braskem.com.br
www.paulocoelho.com
www.cafedecolombia.com
www.petrobras.com.br
www.ciadeborahcolker.com.br
www.pressdisplay.com
www.citrosuco.com.br
www.radarcultura.com.br
www.citrovita.com.br
www.sadia.com.br
www.cyrela.com.br
www.santamoda.com.br
www.diversaoearte.com
www.suafranquia.com
www.e-architect.co.uk
www.tate.org.uk
www.embraer.com.br
www.terra.com.br
www.epoca.com.br
www.uol.com.br
www.estadao.com.br
www.vale.com
www.fecomercio-rj.org.br
www.wikipedia.org
www.fibria.com.br
www.zonad.com.br
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55
credits
About Interbrand
Interbrand started its activities in 1974, when the world still thought of brands only as a
synonym for logo and name. We currently have 36 offices worldwide and a highly qualified
team of professionals who make our business rigorously detailed and creative.
We create and manage brand value, placing it in the core of business strategic targets. We
combine pioneerism and practice in the branding subject to creativity and innovation capacity,
in all the life cycles of a brand.
Activity areas
Brand Assessment
Brand Strategy
The brand strategy work assumes an
intense partnership. Our team works
along with the clients in order to identify
market opportunities and to help them
to position their brands, by thinking of
short and long term strategies. In order to
do so, we carry out a data analysis which
involves quantitative aspects as well as the
identification and mapping of functional,
inspirational and aspirational benefits
of a brand.
The brand strategy involves a series of
subjects and expertise, from brands
positioning and architecture to the
engagement of employees.
Brand Identity
A well defined brand identity is a powerful
communication tool which goes beyond
the identification of a business or of an
organization; it is a quality, value and trust
endorsement. It promotes understanding
and distinguishes companies and products for
the consumers.
We understand brand identity as the result
of its strategy in aspects that are visible in
the everyday routine such as the name,
tone of voice used in communication, logo,
statements and letters, packaging and the
other contact points where the brand is.
56
partner
Interbrand Brasil
Tel +55 11 3707 8500
interbrand.sp@interbrand.com
www.interbrand.com
www.brandchannel.com
www.interbrand.com