What About Brazilian Brands English

What about
Brazilian
brands?
Interbrand evaluates the paths
and challenges of Brazilian brands
in a global market
Index
p 02

Brazil talking to the world
p 04
Beautiful by nature
p 16
Blessed by God
p 32
Fun-loving people
p 40
A flair for improvisation

and flexibility
01
What about Brazilian brands
Brasil talking to the world
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
Dos and donts for

global-brand companies
Brazils World Cup win enabled Brazilians to drop their mutt complex.
As journalist Joaquim Ferreira dos Santos wrote in his book Happy
1958, The Year That Was Not Supposed to End (Feliz 1958, o ano que
no devia terminar), pride became a fashionable word.
And now, fifty years after the bossa nova period in Brazil came into
fruition, our brand (and bossa nova itself) is once again a rising global
star. Brazil is talking to the world, telling people that it is fun loving and
highly adaptable, with a flair for improvisationbut always backed by
numbers, strategy and lots of hard work.
Treat your brands as valuable assets

Have clear notion of how your brands function
Manage the brand cycle efficiently (strategy, identity,
engagement, experience, tracking)
Devise consistent long-term strategy
Inspire strong involvement from your employees
Innovate and create demand
Dont follow benchmarks (they are the benchmarks).
Looking closer
Be highly resilient and capable of adapting to different

The aim here is to ask what certain Brazilian brands are doing in
relation to what is happening in other countries. Which sectors and
markets are more promising? What challenges must they tackle? Its
only a matter of time before Brazilian companies make the Best Global
Brands rankingwhat do we need to do to make this happen?
markets, consumers, and situations in the economy.

Dont compete in your own category - always think beyond
the box - in line with consumer motivations.
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
Brazilian fashion isnt limited to dress (or undress when it comes

to the beach). Dresses, bikinis and sandals define attitudes, inspire
behaviors and create a lifestyle. The Brazilian beach is a brand on
its own. The bikinis get lower, the tops get higher and the low-rise
trousers have hips to hug.
Being beautiful is our most celebrated stereotype. Having naturally beautiful

flora, fauna and inhabitants, Brazil soon learned to export its charms. If you
take a look around, it would be impossible to portray our national character
without featuring the abundant curves of our women, mountains, beaches
and rivers. Curves are oozing out of bikinis, making waves on the ocean
and poetry in Niemeyers architecture. They are paving the Copacabana
promenade, framing picture-postcard views of Corcovado and Guanabara
Bay, and inspiring songs and new trends in behavior.
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.
Highlight shoes, a national concern

Brazils footwear industry has long catered to the worlds
yearnings for shoes. Some Brazilians may even have begrudged
seeing local items of the highest quality being packaged under
recognized brands for export while they never get a chance
to buy these prime products themselves. But the gig wheel
goes on turning, and history is being rewritten. Brazilian shoe
brands are now on female feet everywhere from Tokyo to
Los Angeles. Theyve earned the privilege of ushering in new
styles that highlight this simplicity by way of versatilityan
iconic feature of our culture.
Grendene
This is another story that begins with an extremely popular and

fashionable product, a good value for money ratio, and a lesson
in diversity and sensibility when it comes to understanding what
consumers want. Grendene started impacting fashion in 1979
when they launched revolutionary sandals made of injected plastic:
the Melissa Aranha. It was the first footwear company to have product
placements on TV soap operasits shoes were worn by Sonia Bragas
character in Dancing Days. This broadened the companys outlook and
it began to innovate and hunt for export markets. Grendene expanded its
product portfolio and grew into a giant.
From the outset, the company realized it had to think big, and it
was selling sandals all over the planet by the mid-80s. In all the
key countries, the top stores stocked Grendenes lines Melissa,
Ipanema, Ipanema Gisele Bundchen, Rider, Grendha, Grendene
Kids, Ilhabela, and a series of childrens character shoes.
Currently exporting to 90 countries, Grendene shipped 40 million
pairs of shoes in 2007 and posted R$ 230 million sales revenues.
Of all its brands, the bestsellers are Ipanema Gisele Bndchen and
Melissa, which was Grendenes wager on internationalization,
making the brand an example of management and resilience for
its global market positioning.
The Melissa brand can be found at thousands of points of sale in 50
countries. It is sold by stores like the charming Colette in Paris, and
constantly featured by European and American fashion designers
and journalists. The strategy is to sell audacity cast in plastic by
inviting designers from all over the world to make shoes that
bring out the beauty from unlikely placesat affordable prices
too. Special Melissa shoes have been designed by Zaha Hadid,
Vivienne Westwood, Campana brothers, Karim Rashid, Thierry
Mugler, Jean Paul Gaultier, Herchcovitch, and Isabela Capeto,
thus confirming the brands attitude of creativity and reaching
well beyond its product. Consumers are buying into the dream.
Cant afford a Gaultier? So get yourself a Melissa!
01.
Beautiful by nature
Melissa Aranha
Campana: designers
and artists bring
fresh air and innovation
to the brand
A flagship store with a focused brand experience also highlighted

Grendenes place in Brazils internationally renowned footwear
industry. In 2006, Melissa opened a gallery of the same name in
So Paulo as a key brand-building initiative to craft an image fully
aligned with its essence. The gallery lends its space for exhibitions
of graffiti and interventions by Brazilian artists. It also sells art
and design objects, and features the concept expressed by the
brand wherever there is space to do so. Innovation and ideas are
put into practice in order to shake the scene and add value. The
Melissa brand benefits; Grendene grows more celebrated and
appreciated.
legitimate because they taught the world a lesson in innovation,

democratization, product strategy and value from brand building.
Developed in the late 1950s, based on the sandals worn by Japanese
immigrants in Brazil, these sandals were a hit with everyone. They
were durable, comfortable and cheap; everyone could have one.
They were so popular that they became part of the basket of staple
items used to calculate the cost of living in the country. Being cheap
but exotic, tourists packed them in their baggage and their fame
soon spread all over the world.
Havaianas (the most famous Brazilian brand for flip-flops) used to

be pitched as legitimate but it no longer evokes the original reason
for this epithet. While Havaianas straps dont loosen and its sandals
still dont smell, today, more than ever, Havaianas are described as
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.
The Brazilian footwear brands that are conquering

the world have more than the fashion appeal in common,
they create brand experiences through differentiation
and a distinct identity.
Photos: Melissa - Heather MG, Havaianas - Nicholas Laughlin
Havaianas
In the mid-1990s, after several years of declining sales, the flip-flops

were revamped. New colors, an improved style, and advertising
campaigns showcasing them on the feet of movers and shakers did
the trick.
Sales explosion equaled brand explosion. Havaianas now accounts

for 60 percent of sales revenues for So Paulo Alpargatas, part of
the Camargo Correa group, which has opened two offices to handle
the brand, one in the United States and one in Europe. Some 22
million pairs are exported annually to 80 markets. Everyone wears
them everywhereon the beach with a long dress, at a summer
lunch, or for a stroll along the street. To hold on to its position as
a coveted cult item, the brand cannot afford to drop the ball for a
single moment. If demands are not identifiable, the brand has
to create desire for its product through innovation. This explains
special models like the flip-flops adorned with Swarowski crystals,
and other new and unexpected items, like the Havaianas bags that
are being sold everywhere. Havaianas provide the benchmark for
the segment, although they are not the top-selling sandals of its
stylethe Ipanema brand reports higher volume sales.
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.
Havianas strategy is to create experiences (as with Melissa) and

invest in creating a brand that works both globally and locallyand
so far it has been working. A street store on So Paulos Rua Oscar
From a basic product

to a fashion brand.
Havaianas can go from
the beach straight to
fancy parties.
01.
Beautiful by nature
Brazilian way of wearing

Whereas we were once plain copycats of imported trends, weve
since moved on to make clothes that look one hundred percent
Brazilian. A combination of factors were involved. With this
transition, an opportunity cropped up in the market; the fashion
industry in Brazil was maturing; and there was the creativity and
willingness needed to express a particular identity.
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
There is nothing Brazilian about the name Osklen. People in

different parts of the world may be surprised to discover the origin
of the brand when they come across Osklen stores. There are two
in Milan, one in New York, three in Portugal, Tokyo, Rome, and
Geneva, not counting a number of showrooms in many countries.
And there are another 41 stores in Brazil, of course.
It all started as an unpretentious sportswear brand created by
Oskar Metsavath, a doctor who liked sports. For all its lack of
pretense, it went on to become a designer label and a distinctive
clothing proposal sold in stores that fully express the brand
identity. Beautiful people and journalists here and abroad were
won over. Movers and shakers took a shine to the style. According
to the WGSN website, which specializes in trends, Osklen is now
one of the worlds ten most influential and inspirational fashion
brands.
An Osklen item is easily identifiable because the brand has learned
how to sell a coveted lifestyle. As if beaches had been transported
to cities, in an uncomplicated and comfortable manner, but
suitable at the same time. Looking at brand items, we recognize
relaxed informality that does not fall into the laid-back hayseed
clich but has just the right dose of urban and totally contemporary
influences. It speaks of nature, works with sustainability for
real, and blends hi-tech fabrics with organic materials. Osklen
succeeded in building a brand that packed with attitude. It sells an
image of Brazil that everybody finds inviting and attractive.
10
The brand definitely

found a perfect combination
to create its style: adapted
the relaxed atmosphere
of the beach paired with
an urban look
Photo: Osklen - NRDC Media
The identity of the Brazilian fashion

brands reflects our multiplicity and
versatility, attributes of a diverse
and young country
11
01.
Beautiful by nature
Photo: Carlos Miele - Maurizio MWG
Carlos Miele:
The success of this
Brazilian brand could be
explained through its
embodiment of Brazil
Carlos Miele
CARLOS MIELE
&
Alexandre Herchcovitch
Some Brazilian personalities embody the meaning of the word

style. This is no easy task, particularly for an industry famed for
its short life cycles and ephemeral tastes, in which unanimous
approval is increasingly rare. Made in Brazil brands are
understood, interpreted, appreciated and bought due to sheer
style. They have achieved this goal in the most demanding of
markets one that is saturated by variety and fickleness. Carlos
Miele and Alexandre Herchcovich have made it internationally as
brands, going beyond just commercial success.
Fancy dresses may not be the biggest novelty but Mieles ability
to create a new kind of dream explains the success of his brand
in different countries. Some 67 stores in 18 countries are selling
Carlos Miele. What the brand does very well, apart from make
good quality clothing, is convey Brazilian fashion as something
that can make any woman smile simply because she is the
prettiest woman at the party. His dresses, which cost from US$
1,000 to US$ 4,000 on average, feast on cleavages and necklines
and feature flowing fabrics and sexy cuts. The concept is that
every single thread combines to create the idea of an elegant,
Brazilian style woman with a good dose of sensuality.
Alexandre Herchcovitch took a different route for his brand,

and surprisingly, for a designer who comes from a country with
no tradition of creating fashion trends, he got people talking.
Morphing from genial rebel to sophisticated businessman, his
brand reflects his creative mind for fashion and his ability to
find new forms of expression. Today his designer signature and
identity are used on band-aids, kitchenware and even bedding.
Highly praised by the international press, Herchcovitch is good
at drawing attention. He has showrooms in New York and Paris,
but what has really captured peoples attention eyes is his shop in
Japan. Designed by architect Arthur Mattos Casas, it generates
as much curiosity as his clothes. It also expresses his brand
in a way that is fully integrated, with finely elaborated details.
To begin with, the interior is not fully revealed even when the
store is open. A Formica facade is covered with printed images
that rotate for each new collection, and of course they relate
directly to the items found on the racks and shelves. Surely not
by accident, the fact that there is no window displaying clothes
entices consumers into the building, where they can enjoy the
full experience of the brandsomething that few local brands
had the courage, or perhaps the opportunity, to do.
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
The turning point for Brazilian brands that sell concepts

abroad is to translate to other markets consistent
experiences, without losing original identity and constantly
searching for understanding the local needs
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
Agriculture is the most globalized sector of the Brazilian economy, accounting

for 25 percent of GDP and 36 percent of exports. The total revenue of the top
400 agribusiness companies is US$ 167 billion
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
Its the second biggest exporter of soybeans and derivatives

Its the third biggest exporter of corn and pork
18
Yes, we have oranges

Five centuries after the first orange trees were planted in its
soil, Brazil is growing 170 million trees on an estimated one
million hectares of land area. It has become the worlds biggest
orange grower, second only to the United States, which has
100 million trees, in Florida mainly, followed by Mexico, China
and South Africa.
So theres no shortage of orange trees, or juice for that matter.
The worlds annual production of concentrated orange
juice is around 2.4 million tons, of which Brazil accounts for
approximately 1.3 million, thus leading the field, followed by
the United States, which as a nation of voracious consumers,
does not have much juice left over for export, enabling
Brazilians to grab a good chunk of the American market and
supply half the worlds demand.
Brazilian oranges have an obvious competitive advantage in
terms of quality and price, so exporters have the all the trump
cards when negotiating and dealing with intermittent pressure
from the juice industrys bulk buyers, who will leverage
market conditions and give no ground to small growers or less
competitive players.
So while Brazil has earned some recognition and translated
it into financial returns, the same cannot be said for its brand
value. Brazilian oranges are simply unbranded, despite their
presence internationally. Can oranges be branded, you may ask.
Yes, they can. Building a product brand for a commodity will
potentially have impact throughout the supply chain, from the
micro-producer to the major exporter, adding value to the raw
material itself, and developing alternative market positioning
strategies for the product. The most immediate and obvious
effect would be its adding to the trade surplus, which boosts
the nations economy. Our profile, in the eyes of other countries,
would be extended beyond a competent grower image to set a
strategic example, to be envied and emulated.
Brazilians grow or process 70 percent of the worlds orange
juice consumption
In May 2010, Citrosuco and Citrovita, the second and third
largest orange juice producers in Brazil, announced the merger
of their operations.
The company that resulted from the merger will export its
production to 80 countries.
Brazils predominance in the sector has earned its players the
epithet OPEC for oranges
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.
A good example of a country that has successfully followed

through with a similar initiative but for coffee (one of Brazils
biggest exports) is our next-door neighbor, Colombia. Colombias
coffee growers federation took the initiative and started building
a brand for their product back in 1959. The well-known Doyle
Dane Bernbach agency, with a leading role locally by Juan Valdez,
created the strategy that built recognition and distinction for
100 percent Colombia coffee. The aim was to emphasize coffees
origins, on the same lines as Bordeaux for wine. It was successful
too: Although it only grows about a quarter of Brazils coffee
harvest, it is Colombias coffee that has the reputation for quality.
So there is a great opportunity for our oranges here, good sir.
Beef, barbecue and more

Brazils orange juice may not be well known, but its beef
productsnot just barbecuehave garnered fame and
won over foreign palates. The quality of cuts and finished
products has crossed borders, and Brazils chicken and beef
is on supermarket shelves in every continent. No wonder:
Rising demand for food in emerging countries such as India
and China is driving growth in the sector, and Brazil has some
of the worlds greatest potential for expansion due to the
large area of land still available. We have the know-how, the
pasture and the palate. Brazil has every chance of taking over
Argentinas image as the guardian of quality beef and state-ofthe-art products, due in particular to a very typical Brazilian
seasoning: creativity. We are blessed with low-cost cattle
farming areasthe worlds lowest for the industry. As a result,
local beef prices are more than competitive and the country is
capable of sustaining high-volume exports.
Leaving grazing land to urban centers, we find yet more
differentials. When a consumer is eyeballing a refrigerator
display in a supermarket, what is it that makes a pack of
juicy steaks or tender chicken drumsticks something special,
a product of choice? There are several possible answers: the
most obvious is convenience, a key requirement in mature
markets, in light of the busy life we lead in todays world,
clichs not withstanding. But the argument for designating
origin is no less important: well-informed, high-purchasing
power consumers have a different approach to hygiene
20
and nutrition, so a suppliers image becomes a key factor

in shopping decisions, since it provides an assurance of
reliability and safety. Incidentally, designating the origin of
cattle is nothing new. Cattle are often branded on the rear
for identification purposes when being sold, for example. So
placing our brand name on ready-to-eat meat makes sense in
terms of utility and historynot to mention the added value
of a brand for this product today, and what this stands for in
terms of evolving consumer behavior. Instead of chatting to
the local butcher (in any event, now a dying breed in major
urban centers), todays shoppers look at the trustworthiness
of a brand or its manufacturer. Brands democratize access to
information that was previously confined to the butcher shop
counter.
Brazilian agribusiness brands need to

reinvent themselves to be seen as a
producer of high-quality products
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.
On the agenda of Brazilian

commodity businesses are
diversification, globalization and
brand strategy. They have to go
beyond the B2B to also establish a
relationship with customers
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
Exports reach 110 countries through distribution centers in the

United Kingdom, Russia, Angola, Congo, Algeria and Poland.
Marfrig is the largest private-sector company in Uruguay, the
largest beef company in Argentina and the top chicken processor
in the United Kingdom.
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
A new era for sugar
Native
Not so long ago, nobody could have imagined anything more

luxurious for sweetening a cup of coffee than a glamorous
sugar cube (made from beet sugar, incidentally), as flaunted in
so many 1950s French and Hollywood movies.
Balbo has been building Native as a brand and setting an example

for B2B companies that dream of seeing their brands becoming
end-consumer buzzwords. Initially, Balbo took a key food concept,
and then made it a guideline. Ultimately, this made a world of
difference for product development and diversification, and for
pitching to clients and final consumers.
In a country where many people are still sweetening their

coffee with lumps of dried sugar cane juice, the idea of using
anything more sophisticated than refined white sugar is
still a distant reality. But for the rest of the world, or at least
richer economies, organic pesticide-free sugarcane is in high
demand. Here in Brazil we hold all the trump cards since we
have the ability to make high-quality branded sugar that is
truly a niche product: Native organic sugar.
The Balbo conglomerate is now the worlds largest organic

sugar maker. It exports 85 percent of its output to 41 countries,
accounting for 20 percent of all organic sugar produced worldwide.
The group supplies both food processors and retail chains, which
market the product under their own brands. At the same time it
is consolidating Natives presence for final consumers through
initiatives like consistent point-of-sale campaigns. Consumers
in South Korea, Spain, Portugal and France recognize the Native
brand, created in 2000 and now present in 67 countries.
What is behind this success? Paraphrasing a question typically
asked by envious peers, what has Native got that the others have
not? Its success is due to a combination of conceptual consistency,
rapid response to emerging demand, and heightened flexibility.
That may sound quite simple, but it is not: Timing is of the essence
in this business. Get it wrong and you may drift across the hazy
boundary between success and ostracism. Building a product
brand from a differentiated commodity essentially means being
keenly aware of evolving consumer habits. Ultimately it means
being clued in to the way history is developing on a world scale.
The concerns of the general public have turned to wellness and
nutrition, so the space for organic products has scaled up and
gained new formats. In Brazil this is still an exclusive niche, but it
is growing fast in more mature markets with higher purchasing
power internationally. Oddly enough, consumers in other
countries led the way for Natives growth.
24
In relation to brands that flirt with functional and nutritional

benefits, it is safe to bet that demand is still growing, and adopters
are generally willing to pay premium price. Balbo spotted another
window of opportunity and extended its Native brand to organic
coffee, juices, chocolate-flavored items, cookies, olive oil and
alcohol. Working on the line extension solved a major issue for
Native and its organic sugar: visibility on the shelf. Communication
between a line of products and ensuing cross-selling opportunities
leverage perception of the master brand, add value and broaden
end-consumer business opportunities. Ultimately, it gave the
brand a killer edge: the option of not being tied to B2B relationships
with large, well-supplied and comfortable intermediary players,
who theoretically have the prerogative of being able to ignore
end-consumer behavior at the other end of the chain.
The fact that Native is building its business based on international
markets poses an important lesson, perhaps even a decisive one. In
Asian markets, consumers want to know who is producing the goods
they purchase in their supermarkets. They want a kind of ID card, and
a hotline too: they want to know who will answer their questions, and
how. So in the case of the Native, Brazil is like a show room, offering
an experience of sales closer to home. And for those willing to take
this road, the experience is an intense one. This is a case of the Intel
inside rationale successfully taken to an extreme, exercising its full
potential for replication and dissemination.
Green and generous
When God created the world, he must have been feeling

very well disposed to this country, because he took special
care here. Weve got plenty of good land for agriculture, no
major landscape issues, and quite mild weather. (All this, in
light of global warming and the climate changes that are now
scaring everybody else.) The rich diversity of our local biomes
is a tourist magnet, and tapping into their commercial and
manufacturing potential poses a wide range of opportunities
for the pulp and paper industry. Eucalyptus trees grown
here reach cutting age sooner than anywhere else, and huge
areas are available for planting. For an industry in which
sustainability is a mandatory concern, which directly impacts
its business strategy, this is an important and distinctive
piece of information: One hundred percent of our pulp and
paper output comes from planted forests. But much remains
to be done in terms of building the industrys image and rightsizing it to eliminate the historical stigma of its predatory
and rather irresponsible image in the past.
We make large quantities and deliver on quality too. Brazil
has gained a high profile in foreign markets, and it is home to
the worlds largest producer of short-fiber pulp. Production
costs are among the lowest in the world and if this scenario
is sustained, Brazil will outstrip Chinas pulp output in the
following years. On the path to internationalization, in a lean
market for competitors and clients, the M&A policy is the
surest way of gaining competitiveness. Branding, though, is
still an abstractionas it is for the overwhelming majority of
commodities. We have the deals, but we lack a face that would
make this a big business; we have yet to locate the image and
personality that will be able to stand up and speak out, to work
for this sector, educate people, and disseminate knowledge. In
short walk the talk.
Clean energy and a commitment to

sustainability are mandatory to the Brazilian
commodity industry
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.
an extensive project, particularly given that it lacked a product.

Fibria had to stay consistent while also appealing to a diverse,
worldwide audience. It also needed to make an effort to focus
on sustainability policiescontributions to forestry stewarding
practices and planting technology.
So far, a channel of dialogue has opened, although the future has
yet to be determined. The Fibria brand is associative and has an
organic appeal, but it has yet to show its strength. It already
has, however, a story to tell and a destiny to fulfill. The question is
which key feature will the new company take up and to what extent
will it succeed in showing ownership of Brazilian expertise in the
business. Will it be able to tap into its competitive advantages,
andcruciallyextend its sphere of influence from the political
and environmental point of view?
A global leader with annual capacity for over six million tons of
pulp and paper.
Seven plants, 15 thousand employees, and five sales offices around
the world.
Exports almost all of its pulp.
Right from kick-off, the company tackled the challenge of taking

over and consolidating the equity of the Aracruz brand, (renowned
on the international scene for its experience, pioneering approach,
and leadership). It then had to merge it with what VCP had been
able to build in the local market: audacity, agility, and a favorable
profile in relation to social and environmental responsibility. It was
26
From the earth
Petrobras
Brazils landscape is both beautiful and bountiful, and its

undersoil is no exception to this rule. Beneath its surface lies
huge vault of ores of different kinds, including gold once used
to embellish churches, and raw materials that are converted
to build infrastructure, or for the utilities of everyday life
complex and sophisticated applications that respond to an
increasingly technological world.
Founded as a state-owned company during the government of

President Getulio Vargas, Petrobras has blended with the history
of the nation to become part of our identity. In Brazil, support for
the brand is a matter of honoring our culture and taking pride in a
job well done. However, it does not always get the same reaction
abroad. While it is recognized, admired and sought after, Petrobras
is still very much a prodigal youth compared to other global
oil giants that have been in business for a century. Despite its
reputation as a precocious talent, Petrobras still has to show what
its made of by tackling a series of obstacles. This was the case in
Argentina, where it had a tough time dealing with a protectionist
environment in relation to its expansion on the South American
continent. Even so, it refused to back down and was one of the first
Brazilian companies to make its mark on the streets of Argentina,
Bolivia, Paraguay, and Uruguay, where its service stations became
alternatives to those of veterans such as Shell or Esso. The main
international contribution to Petrobras today comes from its
exports, and its distribution services.
The abundance of oil and biofuels undoubtedly means that

energy is one of our strengths, and Brazils high status on
the international podium is assured, in this respect. With oil
pumped from the deep-ocean pre-salt layer, our image has
been powered by new developments: We have the cuttingedge technology and the skills to reach resources on land
or at sea, and the capability to undertake truly large-scale
ventures.
Mining and steel have also been placed on the agenda, because
the world is still growing at a startling pace and countries
such as China have had to make infrastructure investments.
Although the craving for raw materials has partly been stifled
by the economic crisis, with sluggish consumption in wealthy
countries and an unstable auto industry (which could not
get enough steel only a short time ago), demand will always
work through and be reallocated. Brazils major players,
now proactive, well established and enjoying cross-border
recognition are at the forefront in the race to cater for these
needs and reap more of these harvests from the land.
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
Petrobras is out there projecting Brazils image abroadalmost

US$ 16 billion will be invested outside Brazil from 2009 to 2013
and foreign capital is crossing the planet to work with the company
in Brazil too, thus attracting investors to our country. Is all this
due to favorable business conditions? Of course, but it is also due
to recognition of the attractiveness of the Petrobras brand. China
has financed part of the exploration Petrobras has been doing
in the Tupi field, which is likely to give Brazil some of the largest
oil reserves in the world. Brazil has to strengthen the brand and
sail on new waters, with a broad perspective for its positioning
worldwide. In the words of its own tagline, challenge is our energy.
In addition to oil, ethanol promises significant export growth (the
projection is 40 percent per year), and Petrobras is investing in
biofuels too. There will be no shortage of territory to cover and
issues to address for the Petrobras brand.
Petrobras already has a strong brand. It is a source of pride for
Brazilians, who have a sense of ownership and actively participate
in its history. They raise questions, criticize, praise, and see the
company as the workplace of their dreams. The brand is so strong,
due to the constant work done on it, that it shows how a brand
has the power to create an emotional bond with people. In simple
terms, this is essentially a matter of going beyond functional
language to become a natural presence in the life of consumers.
In the case of Petrobras, even when drivers are filling their tank at
a service station.
consistency. Big Oil was once the powerhouse of the industrial

boom of the twentieth century, but now companies have been
in the awkward position of taking a lot of punches for the last 20
years. As a result, theyve grown accustomed to being accountable
for what they are doingalthough not without suffering. For the
young Petrobras, perhaps it can gain from the growing pains of
others, replicate their learning curve and speak loud and clear to a
world that is eager to hear what leaders have to say.
The fourth most respected company in the world in 2008 - ahead of
leading names of the stature of FedEx, Google, Microsoft or Honda
according to the ranking from a 32-country survey conducted by
New Yorks Reputation Institute.
One of the worlds top 10 companies investing in research
and development.
The twelfth largest company in the world in terms of capitalization
(Bloomberg).
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.
to invest heavily in a broad-spectrum corporate campaign to

emphasize how its growth path could enhance development for
the communities located near its operations. Its communication
spotlighted its responsible attitude on environmental issues. This
effort would positively influence its brand perception, allowing it
to go further than business issues, reaching consumers in Brazil
and abroad.
Vales move of building a more elastic brand with total capability
for presentation globally was inevitable: It had to represent the
scale of Brazil abroad and leave no room for doubt. In the last
decade, on the international arena, we have seen companies that
exploit natural resources try to catch up with the game. Theyve
tried out new positionings, and reviewed their business strategies
in an attempt to extend their reach. Vale spent about R$ 50 million
on its rebranding project. Its success clearly shows that a wellcrafted branding job adds value.
Vale has significant presence on five continents, with offices

in Canada, Australia, China, Singapore, South Korea,
Japan and Switzerland.
In 2007, for the second consecutive year, Vale earned the John
T. Ryan award: its Copper Cliff North mine was rated the years
safest in Canada.
Also in 2007, the World Education & Development Fund honored the
Brazilian companys commitment to education in Latin America.
On changing a brand, the form of expression changes too, as

does commitment to society and sustainability, all newly added
to the agenda. After an initial low-profile period, Vale started
29
02.
Blessed by God
Gerdau
Gerdau is another big commodity player making a huge effort to

build its brands through communication and engagement. Ever
since it was founded, achieving an international presence was a
business goal. Now the leading long steel maker in the Americas
and one of the biggest suppliers of specialty steel worldwide,
Gerdau has operations in 14 countries, including the monster
markets of the United States and India, and sells products on five
continents.
Its approach to placing its products and explaining its activity
has helped the company establish itself as an exception in the
field. Gerdau does not talk about steel purely and simply, but
poses it as something present in peoples everyday lives. Like tube
manufacturer Tigre, it has been able to create a huge sense of value
through a presence that is not immediately visible in everyday
life. Gerdau took the trouble to introduce itself and communicate
the benefits of its products, which are used in the structures of
buildings, bridges, power plants and other major constructions,
and as raw materials for the automotive and agriculture industries.
In a direct and easily understandable way, it sells quality and
other emotional benefits that are so dear to consumers: safety
and commitment. The steelmaker was able to connect practical
applicability (important to engineers and architects) and tangible
gain (economy and quality of building work, essential to the end
consumers).
Like a proud artist signing his paintings, Gerdau started putting its
own name on its products, directly taking responsibility for them.
This might seem off the wall to the untrained eye: after all, we are
talking about a segment in which the product is totally lacking in
sex appeal. So how could a box of nails or rebar create desire?
It did so because it created a conversation with consumers, who
were previously neglected on the other side of the counter. Gerdau
did even more to expand this effortit talked to distributors and
builders too. It talked about its nails and fencings savings, safety,
speedy execution and quality assurance. With the GG 50 brand,
the company went further: It started to sell customization,
through a service that enabled clients to specify exact dimensions
and quantities according to need. It added services to products,
created demand and added value to the brand. In 2003, the GG
50 was featured in a TV campaign, and Gerdau benefited from a
significant image gain.
But is this lesson applicable to its strategy for internationalizing the
brand? And how desirable it is for Gerdau to have an international
brand? A simple replication of the model would not necessarily
respond to the needs of consumers in other countries, which
will require re-orientating, with the company investing more,
and seeing this investment as a medium to long-term project in
financial terms.
Gerdau has already opened a window onto the world. Its business
is now a standout for its exports from manufacturing bases in
Brazil, confirming the success of the strategy of conquering new
markets, which it has consolidated over the last 30 years. Gerdau

feels that the maxim governing its industrial and basic commodities
business - steel cement, pulp, petrochemicals, metals and mining
- have been proved. Business is internationalizing irrespective of
brand. But the extent to which internationalization adds brand
value globally raises a different type of discussion, one in which
consumer items and the arduous path to successful branding
have much to contribute. To be on the safe side, Gerdau, despite
its Gaucho origin, acts with the proverbial prudence of a native
of Minas Gerais: It is keeping the corporate brand as part of its
acquisition policy, strengthening the century-old Brazilian Gerdau
brand, while exporting its attributes.
Capacity for over 20 million tons of steel.

Revenues of R$ 47.6 billion in 2008, with a 36.7 percent increase
from the previous year.
The biggest recycling operation in Latin America and the world,
making about 16 million tons of scrap into steel every year.
Braskem
Braskem aims to be among of the worlds five largest

petrochemicals in a not so distant future. Not bad: All the more
so in light of its precociousness. The petrochemical company was
founded in 2002, and its trajectory as a business prodigy exudes
pride in numbers and ideas. Controlled by the giant Odebrecht
conglomerate, Braskem was born from a combination of several
companies, and set its course for growth through access to raw
material and internationalization.
Here in Brazil, it acquired Politeno (a polyethylene maker) in 2006.
In 2007 it acquired the petrochemical assets of the Ipiranga group
of companies. Early in 2009, it made waves by taking over the assets
of Quattor and also the purchase of a polypropylene plan from the
north-American Sunoco Chemicals, with the annual capacity for
the production of 950 thousand tons. The operation with Quattor
made Braskem, controlled by Odebrecht and Petrobras, the eighth
largest manufacturer of plastic resins of the world, and Americas
number one. And the acquisition of Sunocos operations, apart
from an important step towards its growth abroad, took Braskem
to the seventh place among the largest global petrochemicals.
If until a short time ago, Braskem was busy with commodities
and not much concerned about its brand, its recent history has
triggered a change in its behavior. Besides the new acquisitions,
that bring new brands to the groups portfolio, the company is
involved in the production of green polyethylene, a product made
from renewable raw material.
30
More than an alternative with commercial impact, green

polyethylene presents an option to the transformation
industry and for an expressive share of end users, for whom the
environmental and sustainable matters weigh in the purchase
decision. The Braskem brand can gain visibility in a broad way and
also establish a closer relationship with the end user.
The search for renewable raw materials and the commitment to
sustainability policies speaks directly to the plastics industrys
new cycle, which is focused on investing in R&D. Braskem has
established its role as a pioneer in this field. Its green polyethylene
plant is due to be on-stream by late 2010.
What Braskem attains with this initiative is a channel to talk to
the world and create interest and buzz about green polyethylene,
which is still a novelty. The F1 trophy, designed with the new
material, is a good example. When would you see an ordinary
plastic trophy become a topicand when would you see an
ordinary plastic trophy hoisted in the air by a Formula 1 winner?
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.
Aligned with the consumption industry activities, AB-Inbev also

bet in building up their corporate brand and adopted in their logo
the eagle of the centenary beer maker in a clear demonstration
of their intention to preserve the origin and pride that had been
built, which created the image of a company with a vibrant future
for local consumers and communities.
Brazils top petrochemical company by gross operating revenue.
On the other hand, out of the 13 members of their executive

committee, 9 are Brazilian, which helps to carry the Brazilian DNA
and management style to international operations.
Largest petrochemical company in the Americas.

AB-Inbev is currently facing an inversion of paradigms which might
be the focus for many Brazilian brands that face different and very
strong cultures. The mission to implement their management
style and philosophy in Belgium and in Saint Louis, the American
headquarters of Anheuser Bush, has been demanding much more
than the ginga or resilience of their executives. It is known, for
instance, that in the USA there is still a certain unreliability feeling
towards foreigners who have arrived and, in a certain way,
interfere in what was considered to be a synonym of national
heritage. Besides the usual challenges faced during a merger,
the difficulty to transform the culture of such a company [and of
a community] have clear impacts on the performance of a brand
and, in the case of Anheuser Bush, might also be responsible
for transforming some loyal Budweiser consumers into great
appreciators of Schlafly, Miller or Coors.
One of Brazils top exporters, with a presence in 60 countries.

First to make low density polyethylene based on sugarcane.
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
Paulo Coelho is the worlds bestselling Brazilian author and enjoys

global celebrity status. He was there alongside President Lula and
Pel, another unanimously admired Brazilian, when Rio de Janeiro
won the dispute to host the 2016 Olympics.
He has been working on changing his image from magician
to writer, by involving himself in the literary community and
mentioning his peers in interviews. He wrote Zahir, the first book in
Portuguese to be launched worldwide. He has been translated into
56 languages, published in 150 countries and sold over 65 million
books.
Photos: Seu Jorge - Cucabrazuca, Olodum - Vini, Paulo Coelho - EUTERS/Charles Platiau
Unlike other bestselling authors, Paulo personally manages his own

career and does not work with a big agency. For his book launches,
he gets prior approval on local publishers marketing campaigns and
has an exclusive agent to deal with them. There are no autograph
sessions. Each book launch is crafted as a unique experience, with an
eye to publishing in different countries with local circumstances.
Olodum
Olodum started to go international and appear alongside the great

pop music idols back in the 1990s. The band was involved with the
recording of Paul Simons track The Obvious Child. A video clip they
filmed in Pelourinho, the old quarter of the city of Salvador, was
screened in over a hundred countries.
Their sound was heard in Pelourinho again in a video for Michael
Jacksons They Dont Care About Us.
They have played in over 30 countries in Asia, Africa, Europe and
the Americas, and opened Paul Simons Central Park show for an
audience of 500,000.
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
Brazilian artists are building themselves as brands,

devoting special attention to the launch and
communication of their work abroad
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
DJ Dolores fundiu musica eletrnica e ritmos regionais do Nordeste,

criando uma assinatura nica para o seu trabalho, que ganhou
repercusso internacional. Tem faixas remixadas por nomes como
Gilberto Gil, Fernanda Porto e Tribalistas. Participou do projeto Rip,
Mash, Sample, Share a convite da revista americana Wired.
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.
Mau Mau is seen as key to the dissemination of electronic music

in Brazil. Triple Vision released his remix album, Cidade So Paulo,
from the City of God soundtrack, worldwide on vinyl.
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.
Hes taken part in some of the global electronic music scenes

most influential events, including the Open House itinerant party
in France, and the Techno Parade in Paris, where he played for an
audience of 200,000.
She has been nominated for a Grammy award (best contemporary

world music).
Mauricio de Souza
Bebel Gilberto
Bebel Gilberto built her singing career internationally after moving

to New York in 1991.
Shes worked with internationally renowned musicians like Arto
Lindsay, David Byrne, and Towa Tey of Dee Lite.
Her first solo album, Tanto Tempo was released on the Ziriguiboom
label by the Belgian recording studio Crammed. The album was
remixed by famous DJs such as Derrick Carter, Layo & Buschwacka
and 4hero. Over a million copies were sold, between original and
remix.
Mauricio gained a global presence through his comic books and

characters and consolidated his brands in several markets through
publications and product licensing.
His stories have been translated into 50 languages in 126 countries,
with some 3,000 licensed products in 120 countries.
In 2007, Mauricio de Souza Produes, his agreement with Panini
Comics, made him visible to foreign markets.
In China, he was hired for a pre-literacy project involving 180
million children.
Her songs can be heard on the television series Nip/Tuck and

Entourage, and in the movie Closerfeaturing Samba da Beno,
Tanto Tempo and Mais Feliz.
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.
The company was one of eleven choreographers and directors from

various countries that were selected for Bite, a major avant-garde
event held at Londons Barbican Centre.
In 2008, it designed the Ovo show for Cirque Du Soleil.
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.
Otavio and Gustavo Pandolfo, identical twins from So Paulo,

pioneered the transformation of street art and works by Brazilian
graffiti artists into objects of desire.
Their graffiti can be seen on walls all over the world - USA (New York,
Los Angeles, San Francisco), Australia, Germany, Portugal, Italy,
Greece, Spain, China, Japan, Cuba, Chile and Argentina.
Their work includes curatorial design for projects in which they
were commercially involved.
Their visibility and importance abroad are impressivethey received
invitations to create graffiti for the facade of the Tate Modern in
London, and Kelburn Castle in Scotland.
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.
The Campana Brothers revitalized Brazils exportable design

work. They made their name by reviving craftwork in the face of
industrialization.
Using materials easily found on streets in So Paulo, or working
with Brazils diversified flora, they turn forgotten or discarded
objects into pieces for design.
Deborah Colker
In 1994, they were discovered internationally when they showed

work at MoMAs Project 66 exhibition in New York.
The company has performed in the United Kingdom, France,

Germany, Austria, Chile, Colombia, Portugal, Argentina, Canada,
United States, the Netherlands, Singapore, New Zealand, Macau,
Ireland, Japan and Uruguay.
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
Photos: Fernando Meirelles - Joo Vainer, OsGmeos - Autumn Sweater
Graffiti, comic books, dance and cinema: Brazilian culture

expands its identity and exports personalities, style and brands.
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.
The company was one of eleven choreographers and directors from

various countries that were selected for Bite, a major avant-garde
event held at Londons Barbican Centre.
In 2008, it designed the Ovo show for Cirque Du Soleil.
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.
Otavio and Gustavo Pandolfo, identical twins from So Paulo,

pioneered the transformation of street art and works by Brazilian
graffiti artists into objects of desire.
Their graffiti can be seen on walls all over the world - USA (New York,
Los Angeles, San Francisco), Australia, Germany, Portugal, Italy,
Greece, Spain, China, Japan, Cuba, Chile and Argentina.
Their work includes curatorial design for projects in which they
were commercially involved.
Their visibility and importance abroad are impressivethey received
invitations to create graffiti for the facade of the Tate Modern in
London, and Kelburn Castle in Scotland.
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.
The Campana Brothers revitalized Brazils exportable design

work. They made their name by reviving craftwork in the face of
industrialization.
Using materials easily found on streets in So Paulo, or working
with Brazils diversified flora, they turn forgotten or discarded
objects into pieces for design.
Deborah Colker
In 1994, they were discovered internationally when they showed

work at MoMAs Project 66 exhibition in New York.
The company has performed in the United Kingdom, France,

Germany, Austria, Chile, Colombia, Portugal, Argentina, Canada,
United States, the Netherlands, Singapore, New Zealand, Macau,
Ireland, Japan and Uruguay.
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
Photos: Fernando Meirelles - Joo Vainer, OsGmeos - Autumn Sweater
Graffiti, comic books, dance and cinema: Brazilian culture

expands its identity and exports personalities, style and brands.
A free pass to the Oscars red carpet. Os Gmeos went from from So Paulos walls
to the Tate Modern, in London.
39
04.
and flexibility
40
04.
and flexibility
41
04.
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.
42
Money, money, money

Brazils banking sector is extremely consolidated, in order to function as a strong
protector for peoples savings in financial meltdown scenarios. Due to their resilience
and sound fundamentals, our financial institutions have made major brand image
gains in tricky situations, such as the recent world economic crisis. They have are
capable of delivering confidence and stability to their clients. After all, in the banking
segment, to paraphrase a credit card tagline, a strong brand is priceless.
Ita Unibanco S.A.

In November 2008, the Ita-Unibanco merger shook the banking industry. The largest
in Brazilian history, the two banks assets totaled R$ 575 billion. The new institution not
only grew in terms of numbers, but also gained stature internationally and made the list
of the worlds top 20 banks by market capital.
Their assets were also joined in terms of image and brand. Itas consistent image as
a hi-tech bank is just right for clients requiring multiple services; Unibanco introduced
what it calls 30-hour banking, and adds a modern but more humanized profile. The
result is a very flexible brand that can support different and complementary cultures,
host new segments and activities, and lend them strength, efficiency, and flexibility.
The bank recently demonstrated its ability to extend as a brand; its association with
Porto Seguro improved its value and image. All these achievements have been taken
up a notch, while the global financial crisis has almost sunk some big transatlantic
linerssome of them (Citigroup, UPS, Merrill Lynch) with a history going back over a
hundred years. Brazilian banks have come through this tidal wave relatively unscathed.
Ita Unibanco S.A., now one of the leading private banks and the biggest bank in the
Southern Hemisphere, has strengthened its image as a solid bank and caught the eye of
the international community.
Its business reputation has been solidified. But what about the brand? How will it travel? What
is the road forward, and what is its potential for gaining ground and relevance worldwide?
The Ita brand has unique characteristics to favor cross-border potential. Its strong
name is short, easy to say and remember, and distinctive in the category. Ita is a Tupi
Guarani word meaning black rock. Its orange-colored visual identity is distinctive too;
it is unique among Brazilian banks and rare in the rest of the world, where everybody
uses red (Bradesco, HSBC, Santander, Bank of America) or shades of blue (Credit Suisse,
Citibank, and so many others).
This orange bank is leading the pack by integrating offers, expanding its activities and
services portfolio, and looking beyond Brazil, or the Atlantic Ocean. Another advantage is
that its flexibility enables it to adapt the internationalization strategy to different countries.
It can enter the country as a retail bank or a boutique operation. In light of the window of
opportunity factor, and weighing in what Ita now has in terms of international presence,
starting out in a foreign country with a more premium offer would appear to be more
consistent. History shows this is a feasible strategyUBS, for example, is a full service bank
in Switzerland but operates as an investment bank in some countries.
On the other hand, building a reputation and a brand in international retail banking,
in addition to the effort of having to retell the whole Ita story and contextualize it for
foreign audiences poses a challenge. The HSBCs, Santanders, Citibanks, and hundreds
of other red and blue banks have a significant advantage.
43
04.
and flexibility
It is important to note that the acquisitions road is still open

thoughan attractive way of getting a foothold in a new
territory. Santander did this by buying Banco Real in Brazil. An
acquisition helps with capillarity and physical presence through
the branches network. But the primary factor in this situation is
that the Ita brand must not lose its essence or consistency.
On doing business in an unknown territory, a brand may be
subjected to the threat of fragmentation and consequent
weakening. In more exclusive segments (such as asset
management, corporate, investment banking, private bank),
Ita could forge ahead with internationalization. An example:
since Itas acquisition of BBA in 2002, it has a larger corporate
business presence, which was also the case when Oi acquired
Brazil Telecom, or when Anglo American bought out Eike Batistas
MMX mining operation. Ita did the coordinating for Gerdaus
IPO, and Vales too. Ita BBA has an international mindset,
starting with its hand-picked team, many who come from the
worlds best investment banks, including Credit Suisse, UBS, and
Deutsche Bank. These professionals personify improvisation and
flexibility. They are recognized for their ability to find creative
solutions, cope with crises, and learn enduring lessons from these
crises. In the game of numbers and earnings, Brazilian financial
sector brands paradoxically build their difference through one
intangible asset: the talent of people who express the Brazilian
approach and do so in a serious and professional manner.
4,911 branches and points of service.
certain challenges already being posed, starting with its name.

Although Brazil is the star of the BRICs, its image is still tarnished
by liabilities in terms of political and economic instability. So
BB has to do its homework by working on a name that already
has an established meaning, which requires offsetting possible
interferences such as lack of solidity and seriousness. It has to
boost whatever the brand has in terms of differentials, then export
them and fill in gaps that markets in other countries may have in
relation to their perceptions of Brazilian banks. There is also the
matter of Banco do Brasil being a public-sector bank; people may
question the independence of its management strategies.
As an international brand, Banco do Brasil has a number of
advantages. It is the leader in financial transactions involving
exports (31.4 percent market share) and imports (24.5 percent)
and in agribusiness, which is one of the banks propellers. This
leadership position has added weight when you consider the
strategic advantages that BB may gain by tracking agribusiness
brands that are being built in international markets.
4,958 branches and over 12,000 points of service.
Present in 142 countries, with 14 branches, 31 offices and
subsidiaries and more than 1,000 correspondent banks.
Latin Americas most profitable bank, with assets totaling US$ 306.8
billion (Economtica consultants). It is one of three banks shortlisted
by the Financial Times for Financial Sustainability 2009.
Present in 12 countries with 210 overseas branches and

15 regional offices.
The only Brazilian bank among the worlds top 20 by market
capitalization.
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
In the capital market segment, which theoretically would involve

more dialogue with foreign investors, the BBI brand, which
Bradesco created three years ago, has yet to show the world
what it is made of. If specialized offerings are posed as a road to
growth internationally, one worthwhile alternative would be to
strengthen BBI first and show that Bradesco, in addition to being a
large retail bank in Brazil, has the capability of leveraging its history
and expertise to provide competitive and relevant deliverables in
different segments internationally.
4,613 branches and points of banking services. Totaling over

34,000 points of service [including correspondent banks].
Present in 6 countries, 11 branches and subsidiaries abroad.
Latin Americas second most profitable bank (Economtica
consultancy).
In either scenario, as in the case of Banco do Brasil, Bradesco will have

to tackle the issue of its name, the main problem being pronunciation.
Its predominantly red visual identity, a common feature in the banking
segment, does not help to boost presence and obtain differentiation
from players such as Santander and HSBC.
45
04.
and flexibility
An eye in the sky

The recent history of Brazils aviation industry honors the
tradition of Alberto Santos Dumont, the nations founding
father in this field, without wishing to argue the merits of
whether he or the Wright Brothers were the first to fly. The
Brazilian brands now crossing the planets skies are renowned
for quality, technology and expertise. This is helping to build
the Made in Brazil label in the category of private jets and
certain military aircraft. Over verve and flair are noted in out
ability to adapt to client requirements, and our competence
squares up to many of the bigger players that have logged in
many more flight hours.)
Embraer
Technology and accuracy in a warm and

human way: the competitive advantage
that put Brazilian brands and services in
the global spotlight.
The starlet of our aviation industry has 40 years experience in

design, manufacturing, marketing and after sales. Since it was
founded in 1969, Embraer has made nearly 5,000 aircrafts that
are now flying over 88 countries on the five continents. A Brazilian
company right down to its name, it was originally state-owned
but was privatized in 1994. It was Brazils top exporter from 1999
to 2001, and second biggest exporter in 2002, 2003 and 2004.
The most interesting aspect of the Embraer brand is precisely the
fact that it is respected and well known despite having little contact
with end consumersairline passengers, in this case. Embraer
does not have its name painted in big letters on fuselages of
fleets shuttling passengers to and from everyday. Compared with
the investment made by many similar sized companies in other
sectors, and their aspiration for visibility, Embraers investment in
its brand is modest. Its client base is predominantly international.
But it has gained presence and posts strong and compelling results
in commercial aviation (regional jets), military aviation, and
business jets. In addition to its product line, Embraer stands out
for its meticulous customer support service. This is an essential
differential for a brand that built its reputation internationally and
geared to consolidate its image by positioning itself close to the
clients. Once again, we see the human factor adding value to the
brands tangible deliverables and extending this promise.
As a source of pride for locals and a reference for foreigners, Embraer is
already an international brand in terms of its behavior and its physical
presence. To service a global customer base, it has built alliances with
world-class partners. It sells, distributes and produces abroad, with
regional offices in the United States, Europe, China and Singapore.
It is driven by innovation throughout the chain, and invests heavily
in edge technology. Recently it presented a plane that promises to
revolutionize the market for military defense aircraft: the Super
Tucano, the only turboprop aircraft made in the world, which stands
out for its low operating costs. In the light and ultralight aircraft
categories, orders reached record levels shortly after models were
launched in 2008 and 2009.
46
Although it has a low-profile attitude in terms of communication, the

Embraer brand has been built through consistent positioning, synergy
with the business strategy, and its eminently international call.
TAM
Using the same reasoning, if good customer service, high quality

professionals and fine services were decisive in building and
strengthening Embraers brand identity, commercial aviation
offers us another success story - TAM, the Brazilian brand that has
conquered spaces on the road to its internationalization.
The worlds third-largest aircraft manufacturer.

Exports account for 96 percent of net revenue.
It has units in France, Singapore, the United States,
China and Portugal.
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.
North America takes 43 percent of its sales.

Customers include Alitalia, JetBlue Airways, US Airways,
and Saudi Arabian.
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.
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.
An increase in purchase capability

and a booming economy create
numerous opportunities for aviation
and construction brands in Brazil
After the global financial chaos of 2008, foreign investors

once again turned to shares in the Brazilian construction
companies that started to go public and launch IPOs in 2005.
In line with this trend, many large construction companies
have been building their brands to communicate effectively
in other countries, thus attracting larger volumes of funds to
the local market. In this respect, a strong brand may be a key
factor when crucial decisions are made.
49
04.
and flexibility
Gafisa
was also created to handle transactions related to corporate

buildings, logistics centers and shopping malls. Additionally, its
Living brand was conceived to cater to low-cost and very-low-cost
developments. On top of all the above, IPOs placed the brand in
touch with a different kind of audience: investors.
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
majority of cases. This relationship between contractors and

government was a source of controversy. Because it was such
a target for attacks, it is totally inhospitable territory for
brand building. This explains the industry majors low profile
in the past, with a low-key approach to their achievements
and brand communication.
However, time has passed and the situation has improved in
the sense of allowing government contractor dialogue to take
place more openly, and be monitored by the general public. In
addition, transparency and accountability are now mandatory
for any major company providing services in whatever segment.
In the current situation, contractors must not be indifferent: The
importance of nurturing their image and building a brand that
impacts the entire community is now beginning to loom large.
Gone are the days of total focus on the governmental level.
It is important to note that a strong brand may be the best way
to bullet proof a business in the face of setbacks, both locally and
internationally; TAM is a good example of brand that maintained
a good reputation, even after its plane crashes. This is especially
essential to construction brands, as a major construction project
could come under heavy fire if a disaster were to occur: the
collapse of the subway tunnel site in So Paulo, for example, or
delayed delivery of the citys new ring road. Now that the issue of
construction projects is really set to catch fire, amid the euphoria
of the upcoming World Cup and the Olympics, everybody wants
to know who will be held accountable for materializing wonderful
ideas such as the Rio-So Paulo high-speed train. However,
the challenges here are monumental as the brand must be
internationally friendly, as well as accident-proof.
51
Odebrecht
Odebrecht was founded in 1944. During Brazils boom period, it

grew by tackling public-works projects. Odebrecht S.A. is now a
holding company. In addition to the construction and engineering
segments, it operates in oil and gas, environmental engineering,
real estate, sugar and ethanol, chemicals and petrochemicals,
insurance and warranties, and private pensions.
In construction and engineering specifically, Odebrecht drew
international visibility for emblematic projects here in Brazil, such as
the Tom Jobim International Airport and the Angra I thermonuclear
plant in Rio de Janeiro. It took on its first international projects in the
1970s: a hydroelectric dam in Peru and the Rio Maule diversion dam in
Chile. These experiences were successful. The companys reputation
was consolidated and its appetite grew. Large-scale construction
projects of this magnitude are not built everyday (even though the
country needs infrastructure), so an international presence in this
industry is a non-negotiable and mandatory pillar of the business:
A construction company has to go wherever there is the need and
enough cash to pay for its services. So, Odebrecht, like its competitors,
decided to expand, and the path it chose was to integrate foreign
companies and open subsidiaries in strategic regions. Acquisitions
included Jos Bento Pedroso e Filho, a Portuguese civil engineering
company and public work builder, which ensured Odebrechts entry
in the European market, and SLP Engineering, a British offshore
builder serving North Sea oil and gas companies.
Its international presence and large-scale-project expertise won
the company contracts in 35 countries (in the Americas, Europe,
Africa and the Middle East), and made it Latin Americas largest
construction company and one of the world s top 25.
04.
and flexibility
An Odebrecht sign at a construction site is a reassuring symbol of

tradition, recognition and extensive experience. The companys
brand was comfortably approaching another relationship
audience: major corporations. Increasingly internationalized
and global giants from a wide range of sectors were looking for
specialized, reputable partners whose attributes of seriousness
and reliability would be crucial at the time of signing a contract
because they are practically a shield against possible headaches.
Almost anything can happen in the course of a project that takes
years to conclude. Odebrecht is now running projects for clients
such as Arcelor Mittal (the leading steel maker), laying over 240
km of railroads in Liberia], and Vale in Brazil, building a processing
plant for the Moatize coal mine.
Camargo Corra
Like Odebrecht, Camargo Corra has been in business since 1939

and is now one of Brazils largest private business conglomerates.
It has diversified its business: engineering and construction;
cements; footwear, textiles and steel; utility concessions; real
estate development, environment and corporate. It also operates
in 20 countries and employs 57,000 people. In the construction
segment, its main presence is in infrastructure, shipbuilding, oil
and gas and engineering services.
R$ 417 million net revenue, accounting for 13 percent of Camargo

Corras E & C divisions revenue.
A feature common to the mega contractors is that major projects for
the Brazilian government were used as showcases and this certainly
weighed in the balance when international clients signed with
Camargo Correa. Its portfolio contained large hydroelectric dams,
the Rio-Niteroi bridge, the So Paulo subway, the Brazil-Bolivia oil
pipeline, and Guarulhos International Airport. Abroad, Camargo
Corra projects included the inter-oceanic route (giving Bolivia
access to the Pacific coastline), redevelopment of the city of Luanda
in Angola, and the Matachica-Huancayo bridge in Colombiaa 56kilometer stretch at 3,200 meters altitude in the Andes.
The company went on to expand its operational territory without
acquisitions of local contractorsa strategy adopted by Odebrecht
and Andrade Gutierrez. In the case of Camargo Corra, its physical
presence increasingly consolidated in different countries, most
notably in South America and Africa, running projects such the
Panama Canal widening or the Mphanda Nkuwa hydroelectric
dam in Mozambique.
Despite a history of growth very similar to Odebrechts, the pace

of events and was very different, as was its internationalization
strategy. The first international experience for Camargo Correa
was also in the 1970s: a project to upgrade the capacity of the
Guri plant in Venezuela. But it was only in 2007 that the company
decided to forcefully penetrate new markets in other countries by
setting up a business unit specifically for this purpose. In its first
year in business, the initiative was already getting good results:
52
Andrade Gutierrez
Founded in 1948, Andrade Gutierrez features in the pantheon of

Brazils biggest contractors. It tackled major projects including
the Itaipu hydroelectric dam, So Paulo subways North-South
line, and Confins International Airport in Belo Horizonte.
A laid-back way of thinking does

not negatively impact the quality of
Brazils services. On the contrary,
to achieve innovative outcomes, it
is essential to have a little fresh air
comes from an open window.
Taking a different route than its main competitors, it started

running major international projects in the 1980s, following in the
footsteps of its former customerthe Brazilian government. At
the time, for political and economic reasons, Brazil was investing
in the Congo, and Andrade Gutierrez was commissioned to build a
highway there.
Some years later, in 1988, it opened up a gateway to the European
market through the acquisition of the Portuguese construction
company Zagope. With Zagope, Andrade built the Lisbon subway
and Funchal International Airport on the Island of Madeira.
Interestingly, Andrade Gutierrez uses two different brands for its
international operations: in Latin America, it uses the Andrade
Gutierrez brand; in Europe, Africa and Asia, it has the Zagope logo
with an endorsement from the Andrade Gutierrez group. This
approach preserves each companys equity and recognition in the
different regions, which certainly are intrinsic to each brand. At
the same time it consolidates its reputation as a group, and refines
a more flexible brand strategy for the near future.
Andrade Gutierrez is present in 11 countries and has delivered
projects in Africa, Mexico, the United States and the Caribbean,
among others. In 2008, the contractors construction sector posted
R$ 4.34 million gross revenue, 25 percent of it from outside Brazil.
Through this brand, Brazil is becoming builder to the world.
53
credits
analysis and copy
www.french-music.org
Equipe Interbrand Brasil
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
54
publications and corporate materials
Apresentao para APIMEC

Agncia Estado
Euromonitor
Jornal do Commercio do Amazonas
Natura Prospecto Definitivo V7
O Estado de S. Paulo
Ranking das Transnacionais Brasileiras Fundao Dom Cabral
Relatrios Anuais das empresas citadas
Revista Rural
Revista TAM Nas Nuvens
Revista Veja
Revista Exame 500 +
Revista Exame
Infoinvest Exame
Revista Isto
Revista Isto Dinheiro
Revista Voc SA / 150 Melhores empresas para voc trabalhar
Valor Econmico
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.
The assessment tries to understand the

financial value of a brand and how to
increase the role it plays in the generation of
measurable impacts. Based on an assessment
job, companies can have a more specific
dimension of how much the brands positively
impact on their results, generating value
to the business.
Interbrand is a pioneer in this subject,
which we have been developing since 1988.
We annually prepare the Best Global Brands
ranking, published by the Business Week
magazine, besides specific rankings
by country.
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

What About Brazilian Brands English

Cargado por

Información del documento

Descripción original:

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

What About Brazilian Brands English

Cargado por

Copyright:

Formatos disponibles

What about

Brazil talking to the world

A flair for improvisation

What about Brazilian brands

Brasil talking to the world

What about Brazilian brands

Dos and donts for

Treat your brands as valuable assets

Be highly resilient and capable of adapting to different

markets, consumers, and situations in the economy.

What about Brazilian brands

What about Brazilian brands

What about Brazilian brands

Brazilian fashion isnt limited to dress (or undress when it comes

Being beautiful is our most celebrated stereotype. Having naturally beautiful

What about Brazilian brands

Highlight shoes, a national concern

This is another story that begins with an extremely popular and

What about Brazilian brands

A flagship store with a focused brand experience also highlighted

legitimate because they taught the world a lesson in innovation,

Havaianas (the most famous Brazilian brand for flip-flops) used to

The Brazilian footwear brands that are conquering

What about Brazilian brands

Photos: Melissa - Heather MG, Havaianas - Nicholas Laughlin

In the mid-1990s, after several years of declining sales, the flip-flops

Sales explosion equaled brand explosion. Havaianas now accounts

Havianas strategy is to create experiences (as with Melissa) and

From a basic product

What about Brazilian brands

Brazilian way of wearing

What about Brazilian brands

There is nothing Brazilian about the name Osklen. People in

The brand definitely

Photo: Osklen - NRDC Media

The identity of the Brazilian fashion

What about Brazilian brands

Photo: Carlos Miele - Maurizio MWG

Some Brazilian personalities embody the meaning of the word

What about Brazilian brands

Alexandre Herchcovitch took a different route for his brand,

The turning point for Brazilian brands that sell concepts

What about Brazilian brands

What about Brazilian brands

What about Brazilian brands

Agriculture is the most globalized sector of the Brazilian economy, accounting

Its the second biggest exporter of soybeans and derivatives

What about Brazilian brands

Yes, we have oranges

What about Brazilian brands

What about Brazilian brands

A good example of a country that has successfully followed

Beef, barbecue and more

and nutrition, so a suppliers image becomes a key factor

Brazilian agribusiness brands need to

What about Brazilian brands

On the agenda of Brazilian

What about Brazilian brands

Exports reach 110 countries through distribution centers in the

What about Brazilian brands

A new era for sugar

Not so long ago, nobody could have imagined anything more

Balbo has been building Native as a brand and setting an example