Best Global Brands 2011

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Top Ten Brands in 2011


1 Coca-Cola71,861 ($m)
2 IBM69,905 ($m)
3 Microsoft59,087 ($m)
4 Google55,317 ($m)
5 GE42,808 ($m)
6 McDonald's35,593 ($m)
7 Intel35,217 ($m)
8 Apple33,492 ($m)
9 Disney29,018 ($m)
10 HP28,479 ($m)
View All Top 100 Brands
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Lindsay Beltzer
Senior Associate,
Global Marketing & Communications
+1 212 798-7786

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Top Brand - Best Global Brands 2011

Best Global Green Brands

Which brands lead when it comes to the environment. Find out in our Best Global Green Brands report.

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 Videos

Visit our Best Global Brands 2011 YouTube playlist to watch some of our videos surrounding the launch.


John Newell

Senior Vice President, Marketing, International Banking, Scotiabank


Scotiabank John Newell

"Creativity is essential in ensuring we continue to be relevant and forward thinking. This creativity will differentiate Scotiabank among a mostly commodity-based category."

What are some of the challenges of trying to differentiate a bank in international markets?

As an international bank, local customers may view our bank as foreign and not necessarily in touch with the local consumer. Scotiabank has, therefore, focused on ensuring the brand and associated communications are relevant and inspiring to the local consumers while still maintaining a brand framework that ensures consistency in our look and feel, as well as verbal tone, across all our international markets.

Does creativity play a role at Scotiabank, and if so, what does Scotiabank do to foster a creative culture of innovation and collaboration?

Creativity is essential in ensuring we continue to be relevant and forward thinking. This creativity will differentiate Scotiabank among a mostly commodity-based category. We foster an environment of collaboration across many teams in the bank in order to maximize a “360” approach to defining creative, new go-to-market customer strategies.

What are some of the big changes you anticipate in the next 10 years for how banks engage and interact with their customers?

Consumers increasingly want access to their banking “on-demand” and on any device at any time. Banks will need to invest significantly in the technology required to deliver banking services effectively across all channels. While the branch will still be an important channel for consumers, extending a positive, user-friendly, on-brand interaction at every touchpoint will be key to customer retention.

International acquisitions have played a large role in Scotiabank’s growth—what role does brand play in these decisions and how does Scotiabank manage the alignment of the acquired companies?

Scotiabank has grown through several acquisitions in recent years. Each acquisition is unique in terms of how we manage the transfer of the acquired bank’s brand equity. We review and understand what positive equity that needs to be preserved to retain the acquired customers—this also manages the uncertainty related to the creation of the new bank. Scotiabank then looks to communicate what we bring to the market and builds communications explaining how the best of both worlds are coming together and how the customer will now be better served.

What brand (any industry) do you personally find inspiring, and why?

The Starbucks brand is very inspiring, as it has been able to create a consistent brand experience regardless of the store a consumer visits in any country. The customer experience is fulfilled with a customized experience within a mass environment. As well, the employees embody the brand and understand their role in delivering the experience. This combination of brand promise and brand delivery has commanded a price premium against an otherwise commoditized product—coffee.


ABOUT JOHN NEWELL

As Senior Vice-President, Marketing, International Banking, John oversees all marketing planning and customer relationship management initiatives across more than 40 countries across our International Banking Division. This includes branding, advertising, customer analytics, as well as all direct, digital, and online marketing in support of all segments (Commercial, Small Business, Micro Business, Wealth, Mid-Market, and Emerging Retail) and all Business Lines. John holds a Bachelor of Economics from Carleton University. He is married with three children.