Professional Documents
Culture Documents
Presented By :
Pradeep Choudhary 10 Omkar Palsuledesai 44 Vijay Gopalakrishnan 57
John Stuart, Chairman of Quaker said in about 1900, "If this business were split up, I would give you the land and bricks and mortar, and I would take the brands and trade marks, and I would fare better than you."
Brand Elements
Brand Name Brand Logos and Icons
Colors Symbols Music/Earcons
Applicability
Limitations
Easy to misuse
use
Useful when data of
Selection of
comparable can be
subjective
Errors in comparable firms get factored into valuation model
Comparable Approach The Use of Real Options in Brand Valuation The Residual Method
Comparable Approach
This approach takes the premium (or some other measure) that has been paid for similar brands and applies this to brands that the company owns. The advantage of this approach is that it is based on what third parties are actually willing to pay and it is easy to calculate. The shortcomings are that there is a lack of detailed information on the purchase price of brands and that two brands are seldom alike.
Economic-use approaches
Royalty Relief Method Price Premium Brand Value based on Future Earnings
Price Premium
The premise of the price premium approach is that a branded product should sell for a premium over a generic product. The value of the brand is therefore the discounted future sales premium. The major advantage of this approach is that it is transparent and easy to understand. The relationship between brand equity and price is easily explained. The disadvantages are where a branded product does not command a price premium, the benefit arises on the cost and market share dimensions.
EXAMPLES
Sintex Industries Ltd. Its 2010 annual report has a note that states: "In the year 2000-01, Sintex brand owned by the company had been valued by Deloitte Haskins & Sells, at a value as at the beginning of that year. The value has been accounted for in the books by debiting the Brand Value shown under the Fixed Assets and by creating Brand Valuation Reserve shown under Reserves and Surplus." The amount involved was Rs 165 crore.
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Emami Ltd stated in its 2009 annual report that intangible assets had been valued as on March 31, 2009 by Ernst & Young at Rs 423 crore. This included Rs 265 crore for brands. "Based on the said valuation, the company's brands were accounted for in the books of accounts in the year 19992000. The resulting amount was credited to Revaluation Reserve," states Emami.
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Kitply's annual report of 2009-2010 spoke of brand valuation done in June 2005 by Ernst & Young. "This has resulted in an increase in the book value of the brand by Rs 127.6 cr which was credited to Revaluation Reserve Account in that year," it states.
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CONCLUSION
No single approach will give all the answers to a correct valuation. The starting point is to understand the purpose of the valuation and what benefits the brand delivers. Due to a lack of transparency of the workings and the underlying assumptions, some managers are not prepared to accept brand equity valuations. Provided that information on the assumptions are made available to managers, they can make their own judgments on what the correct value should be. "Valuation is neither the science that some of its proponents make it out to be nor the objective search for true value that idealists would like it to become. The models that we use in valuation may be quantitative, but there is a great reliance on subjective inputs and judgments. "Thus the final value that we obtain from these models is coloured by the bias that we bring into the process"
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