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brands valuation and licensing

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 BRAND VALUATION AND LICENSING Brands and trademarks are valuable intangible assets which,  when established and used, are capable of  producing revenue in their own right and which can be valued independently of  other assets and of  management and employees. This chapter contains an overview of  applicable  brand valuation methodologies for accounting [balance sheet] and other purposes. Brands, Valuation and Wealth It is accepted in the present commercial scenario that brands do create wealth. Maximising brand value is simply a function of  maximising shareholder value; a goal that effective managers of  all quoted companies recognise. Companies have increasingly come to be recognised and indeed reorganised around brands. Even in classic branded FMCG companies such as Unilever, their importance has been given a higher priority. In their recent reorganisation, premium brands worldwide were specifically named as a key responsibility of  the chairman of  the operating divisions. This a far from the old model of  brand manager control. Balance sheet issues may have provided the impetus for the development of  brand valuation, but its application does not stop there. There is certainly no doubt that more information on brands, brand performance and brand value should be disclosed in financial  accounts. Companies are however vary of  doing so and of  disclosing the kind of  information that they feel is competitively sensitive, and unless this is done their statements concerning brands end up appealing ‘like idle rhetoric’ and of  little real use of  investors. Brand valuation can also be used in the planning and structuring of  mergers and acquisitions. A significant amount of  explicit comment was made by both sides about brand value in the Rowntree/Nestle and Granada/Forte takeovers, with all parties claiming to be able to maximise the value of  the brands involved. A similar role can also be seen in investor relations. Merrill Lynch issued a broker’s circular in 1996 that argued that the share price of  Burmah Castrol would have to increase by somewhere between 25 percent and 50 percent in order to cover the analyst’s estimates of  Castrol’s ‘brand value’. In a similar vein, both P & G and Unilever Annual Reports would not be complete without the (respective) Chief  Executives reiterating their commitment to building their portfolios of  leading brands. The purpose of  such communication can also be focussed for an internal audience, and indeed can be used as explicit benchmarks for performance in rewarding management. Brand valuations of  portfolios can also be used to help the crucial task of  resource allocation and as a tool for evaluating the success of  the decisions made! 

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