Confusion arises constantly here. Apple's market capitalization on the stock exchange in the same years exceeded 2,5 trillion dollars — this is an evaluation of the entire company: factories, patents, cash, staff, and the brand together. Interbrand's brand evaluation is only that part of the value generated by the name and reputation. The difference is huge, and mixing these concepts is an error that often appears even in business media.
There are dozens of methodologies, but almost all are based on one of three principles.
| Approach | Essence | When applied |
|---|---|---|
| Cost approach | They calculate how much money was spent creating the brand: marketing, registration, promotion over all years | For young brands without a sales history |
| Market approach | They compare it to deals involving the sale of similar brands or licenses | When there are similar transactions on the market |
| Income-based | They forecast future profit that the brand brings in excess of an ordinary product, and discount it to present value | Standard for major international rankings |
Interbrand, Brand Finance and Kantar BrandZ use different variations of the income approach, so the same company may receive different ratings in their rankings—sometimes with a discrepancy of dozens of percentage points. This is not a methodological error, but a consequence of different assumptions about the future.
Let’s take the same example with Apple. Interbrand evaluators don’t guess in the dark — they break the process into three steps. First, they analyze the company’s financial forecasts and identify the portion of profit that can be attributed specifically to the brand, rather than to the product as such. Then they calculate the Brand Strength Score — an index from 0 to 100, which takes into account brand recognition, audience loyalty, clarity of positioning, and protection from competitors. Finally, they convert this index into a discount rate: the stronger the brand, the lower the risk and the higher the resulting present value of future cash flows.
That is exactly why the same names almost always dominate the top 10 of such rankings: Apple, Microsoft, Amazon, Google. Their brands not only generate a lot of money now, but also receive a low risk rate — the market believes that this will remain true in ten years.
For companies that do not make it into global rankings, the method of royalty relief is more often applied. The logic is simple: if the company did not own its brand, it would have to pay licensing fees to use it — usually from 1% to 5% of revenue depending on the industry. The amount of these hypothetical payments over the entire forecast period is discounted to present value, and that gives the brand valuation. The method is coarser than that of major agencies, but it is transparent and suitable for IFRS reporting, where the brand must be recognized on the balance sheet after acquiring a company.
Brand valuation is not an abstract exercise for rankings. It has specific practical applications.
No methodology provides objective truth— they are all based on forecasts, and forecasts can be disputed. Different agencies calculate different shares of profit attributable to the brand, so it is not advisable to directly compare figures from different sources. For small and medium-sized businesses, the prominent methodologies of large agencies are excessive: the royalty method or simple cost approach provide a sufficiently accurate assessment without complex discounting models. The main thing is to understand that any brand capitalization figure is valid only at the time of calculation and requires revision when there are significant changes in the market or company strategy.