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It has been a tough year, but the brands topping the 2009 BusinessWeek/Interbrand list of Best Global Brands have managed to weather the storm admirably. Here, find out more about the strategies of all 100 brands on the list, from Campbell's, slipping in at No. 100, to this year's No. 1, Coca-Cola.
No. 100: Campbell's
The 140-year-old company has found success by pitching its soups as cheap, nutritious meals. It aims to expand its offerings in Russia next year.
No. 99: Polo Ralph Lauren
Sales have slumped, but an elegant new Web site and increasing emphasis on reaching younger consumers have helped the apparel maker beat expectations.
No. 98: Burberry
Like many luxury brands, it is looking for new customers in emerging markets, including Bahrain. Burberry also opened a new headquarters in New York City.
No. 97: Puma
The sneaker maker is accelerating a push into fashion by, for example, joining with British designer Alexander McQueen in an attempt to compete with Adidas.
No. 96: Lexus
The recession and stiff competition from European rivals hurt Lexus, which is hoping its emphasis on hybrid models will differentiate it from the pack.
No. 95: Adobe
Designers of ads and Web sites swear by its software, which includes Flash and Photoshop. But tough times have hurt sales of Adobe's latest products.
No. 94: Visa
The company is poised to capitalize on a growing global shift from high-cost credit cards to debit cards. Visa already dominates the U.S. debit-card market.
No. 93: Burger King
Cheeky ads and the Whopper Bar, which offers customized burgers, bolstered BK's appeal. To maintain momentum next year, its ad budget will rise 25%.
No. 92: Shell
Its reputation restored after a scandal over misrepresenting oil reserves, the company is cutting layers of management to match lower oil prices and profits.
No. 91: Lancome
Thanks to such innovations as a "vibrating power mascara," plus a handful of celebrity endorsements, the cosmetics giant has regained some of its luster.
No. 90: Starbucks
Hit by the recession and facing competition from McDonald's, the coffee chain is making its food healthier, lowering some prices, and introducing, yes, instant coffee.
No. 89: Armani
Despite offering fashion at various price points, Armani has so far avoided hurting its brand. Now it is developing a chain of luxury hotels and resorts.
No. 88: Ferrari
Ferrari sales typically have held up in good times and bad. This recession is no exception, prompting the carmaker to open new stores and launch new models.
No. 87: Prada
Armed with fresh capital, the only fashion label with a movie named after it is opening stores around the globe.
No. 86: Nivea
Sales fell in the U.S. and Europe as consumers switched to generic skin-care products. Nivea is using its brand strength to win loyalty in emerging markets.
No. 85: Duracell
Beset by private labels, new ads invoke a heritage of safety, trust, and performance. Duracell is also innovating, including a battery charger that works in a car.
No. 84: Smirnoff
Tony beverages suffered as consumers cut back on boozing, but Smirnoff held its own with cheaper libations and premade cocktails.
No. 83: BP
The oil giant has brought new projects online, mollified Russian partners, and focused green energy efforts on a few businesses such as wind power in the U.S.
No. 82: Moet & Chandon
Consumers switching to cheaper champagne and sparkling wines have hurt. With fewer marketing dollars, the brand is doing things like film festival sponsorship.
No. 81: Allianz
The insurer preserved a reputation for financial solidity by avoiding the worst of the crisis. Allianz is poised to grow as it moves into markets like India and China.
No. 80: Johnson & Johnson
J&J has long been perceived as comforting and trustworthy-ideal positioning for hard times. Its sponsorship of the 2008 Olympics boosted its global visibility.
No. 79: Pizza Hut
Sluggish sales in the U.S. have prompted the pizza chain to turn to China and India for growth as it expands its menu with new dishes like pasta and wings.
No. 78: Gap
Sales fell because Gap failed to lure enough shoppers to its low-priced apparel. Featuring its four divisions on one Web site also could confuse consumers.
No. 77: Cartier
Cartier's loyal high-end customers, particularly those living in China and the Middle East, have softened somewhat a consumer pullback elsewhere.
No. 76: Tiffany & Co.
A strong dollar and weak economy slammed U.S. sales. But Tiffany continues to open stores, and a $93,000 diamond-encrusted cell phone attests to the brand's ambition.
No. 75: Panasonic
Its TV and digital camera units are struggling. Acquiring Sanyo Electric gives Panasonic more green products, from solar panels to batteries for electric cars.
No. 74: Porsche
A takeover struggle with VW hurt Porsche's image, and sales plunged amid the downturn. But the company still enjoys a reputation for fast, sexy, reliable cars.
No. 73: Harley-Davidson
A hog is the ultimate discretionary buy, not ideal in these times. And as boomers age, Gen Y isn't picking up the slack. Harley is pinning its hopes on Asia.
No. 72: UBS
UBS brought in a new CEO to clean house but is still struggling with the legacy of huge credit-crunch losses and revelations it helped U.S. clients evade taxes.
No. 71: Kleenex
It's doing well overseas, but private labels spell trouble at home. The brand is fighting back with technology; one example is Kleenex Facial Tissue with Lotion.
No. 70: Hermes
Leather goods are holding up relatively well in the recession, especially in Asia where new stores are opening, helping the fashion house boost sales this year.
No. 69: Hyundai
Encouraged by a weak won and the improving quality of its cars, Hyundai poured money into marketing and boosted global market share to a record 5%.
No. 68: Rolex
Fancy watches aren't selling like they used to. But to maintain brand integrity over the long haul, Rolex has discouraged its dealers from lowering prices.
No. 67: Avon
Amid a tough global economy and battle for sales, Avon has been expanding its direct-sales army-often by recruiting people laid off from other industries.
No. 66: Caterpillar
Construction may be quiet in the U.S., but in building sites, mine pits, and farm fields in China and India, Caterpillar's big yellow machines are multiplying fast.
No. 65: Audi
It has suffered less than other luxury car brands, thanks to its foothold in China and lower exposure to the U.S. market. Sharing parts with VW helped Audi's margins.
No. 64: Yahoo!
After fending off Microsoft's advances, Yahoo cut a search deal with the software giant. It was needed but showed the limits of Yahoo's tech prowess.
No. 63: BlackBerry
No brand has a bigger global presence in smartphones than BlackBerry. It certainly doesn't hurt that the U.S. President wears one on his belt.
No. 62: Adidas
Sales are declining, but thanks to strength in soccer balls, shoes, and apparel, Adidas will likely rebound in 2010 as the World Cup in South Africa approaches.
No. 61: KFC
The launch of its grilled chicken meal was a PR mess due to a coupon shortage, but the new, healthier product helped turn around KFC's declining U.S. sales.
No. 60: Danone
The world leader in fresh dairy products looks poised for increased global reach after raising $4.3 billion-its first capital increase in 22 years.
No. 59: Chanel
Sales of its perfumes and apparel have suffered in the downturn, but the legendary Paris fashion house says it expects to eke out sales growth in '09.
No. 58: Nestle
With a nearly $2 billion R&D budget, Nestlé has moved into healthier fare-from nutritionally enriched baby food to probiotics that protect the skin from the sun.
No. 57: Morgan Stanley
While trading operations have revived earnings, the brokerage business remains under siege. The firm won't regain its footing until the economy rebounds.
No. 56: Xerox
Amid a dismal year for office equipment, Xerox forged ahead with new eco-friendly technologies and continued its move beyond hardware into services.
No. 55: Volkswagen
With its lineup of fuel-efficient cars and strong positions in China and Brazil, VW has held up better than the industry as a whole. It has work to do in the U.S.
No. 54: MTV
Pinched by sliding ratings among young adults and a drop in advertising, MTV is revamping its programming, including more animation and documentary series.
No. 53: AXA
The insurer is trying to project stability （new slogan: Profits have slumped but not as much as some analysts expected
No. 52: Colgate
Despite the global slowdown, Colgate's oral, personal, and home-care categories grew robustly this year, while the brand gained share at home and abroad.
No. 51: Wrigley
The maker of gums like Orbit and Extra is getting traction by pushing the health benefits of chewing its brands.
No. 50: Zara
Zara is benefiting from a strong appetite for fashionable but affordable clothing. It spends relatively little on advertising, relying on word of mouth to drive sales.
No. 49: Ford
It deftly separated its brand from the troubles of its Detroit siblings. But as Ford rolls out a risky "one model for all markets" strategy, it faces a newly minted GM.
No. 48: Heinz
The ketchup king now derives more than 60% of its sales overseas and plans to boost marketing spending to fend off the threat from private-label products.
No. 47: Siemens
A bribery scandal hurt, but the electronics maker has moved on and aims to exploit its engineering prowess in green energy and mass transportation.
No. 46: eBay
Once the symbol of yard-sale-style online auctions, the Web site is increasingly selling new products from wholesalers and liquidators. GM is even selling cars.
No. 45: Accenture
The firm launched an ad campaign after the crash positioning itself as "the partner of choice" in uncertain times. That didn't stop corporations from cutting consultants.
No. 44: L'Oreal
The world's leading cosmetics and mass-market beauty brand continues to reinforce its sales in emerging markets, particularly Brazil, India, China, and Poland.
No. 43: Amazon
The e-tail titan prospered by continuing to offer low prices and superb customer service in hard times. It risks losing focus by expanding into e-books and apparel.
No. 42: Philips
The conglomerate has continued a transition from low-margin electronics maker to a leading player in health care, lighting, and high-end consumer gadgets.
No. 41: Gucci
The storied luxury goods maker has held up better than many rivals, thanks in part to an aggressive push in emerging markets, especially brand-obsessed China.
No. 40: Thomson Reuters
Since the merger, Thomson's strength in less cyclical areas such as legal information has helped balance Reuters' heavy dependence on financial services.
No. 39: Nintendo
Its Wii and portable DS gaming consoles still outsell rivals'. But the company isn't recession-proof: Annual profits could fall for the first time in four years.
No. 38: Goldman Sachs
It proved that when the chips are down in finance, those that lose the least become the new winners. Now, Goldman is under fire over its outsize profits.
No. 37: JPMorgan
It is capitalizing on its position as one of the strongest financial institutions. The acquisition of Washington Mutual eventually should give JP broader reach in the U.S.
No. 36: Citi
Mismanagement and bad bets on risk at home have sullied Citi's reputation around the world, though its international business remains profitable.
No. 35: Dell
It is continuing its overhaul by moving aggressively into retail and sharpening its design chops, but Dell needs to cut costs if it is to compete with HP and others.
No. 34: Kellogg's
Easing commodity costs and higher prices boosted the cereal maker's profits, while new products like Special K Crackers and Jumbo Rice Krispies kept private-label rivals at bay.
No. 33: Canon
Corporate cutbacks hurt its office machine and chipmaking businesses. To rev up sales, Canon is preparing new products with more network-friendly features.
No. 32: HSBC
The worldwide credit crisis slammed its U.S. retail businesses. The world's second-largest bank is now trying to extricate itself from those bad bets.
No. 31: UPS
The global downturn hit the shipping giant hard. UPS has upped its marketing budget to $200 million and is building a new hub in China.
No. 30: Budweiser
Squeezed at home by premium brews on one side and discount ones on the other, the beer maker is growing strongly in emerging markets like Vietnam.
No. 29: Sony
It has lost billions on TVs and game consoles. But Sony's software is improving: The latest e-book Reader allows users to tap Google Books and local libraries.
No. 28: Ikea
The home goods giant is flourishing as recession-scarred consumers continue to snap up its stylish-yet-affordable designs, offsetting stumbles in Russia.
No. 27: SAP
It remains the leader in providing software to automate HR and other internal corporate functions. But SAP's new line of Web-based software has disappointed.
No. 26: Nike
Battling to control costs and keep rivals at bay, Nike continued amid the recession to spend money on innovation, including a line of eco-friendly sports gear.
No. 25: Nescafe
Nestlé's flagship is playing to consumers' new aversion to pricey designer coffee. It also is catering to the health-conscious with new drinks.
No. 24: Oracle
Amid shrinking demand for corporate software, Oracle has stepped up face-to-face meetings-dinners, seminars-between its executives and customers.
No. 23: Pepsi
It got a brand facelift with a new logo and sleeker packaging, but Pepsi was not immune to the tough climate for carbonated beverages, particularly in the U.S.
No. 22: American Express
Hurt by accounts gone bad, the aspirational card company is bolstering loyalty programs and reviewing its card portfolio to get rid of riskier account holders.
No. 21: H&M
As many retailers suffer from the global recession, H&M has been expanding and luring value-conscious consumers with its affordable-yet-stylish apparel.
No. 20: Apple
Mac sales have slowed, but Apple continues to prosper thanks to the iPhone, now in its third generation, and an app store that rivals are rushing to copy.
No. 19: Samsung
It has overtaken Sony as the top TV brand and emerged as the only credible challenger to Nokia in mobile phones. To expand its appeal, Samsung is opening an app store.
No. 18: Honda
Despite slumping global sales, Honda's lineup of gas sippers and a profitable motorbike business have helped the automaker navigate the recession.
No. 17: Marlboro
As marketing restrictions tighten at home, the cigarette giant continues to push hard in emerging markets from Asia to Russia and win over millions of smokers.
No. 16: Louis Vuitton
The world's preeminent luxury brand has enjoyed a sales rebound in Europe this year, while continuing to tap new wealth in Asia and the Middle East.
No. 15: BMW
It has demonstrated that buyers will pay a premium for a chic, sporty compact. BMW is also benefiting from an early investment in more efficient engines.
No. 14: Cisco
The battle to rebrand itself as more than a maker of Web plumbing continues. By acquiring the Flip video camera, Cisco aims to be more consumer-focused.
No. 13: Gillette
Brisk-selling high-end razors have boosted sales. But to extend its reach to more buyers, Gillette will have to innovate at the lower end of the market, too.
No. 12: Mercedes-Benz
Although Mercedes' sales have plunged, the engineering icon has maintained its premium image with new fuel-efficient models. It needs to add small cars to the lineup.
No. 11: Hewlett-Packard
HP extended its lead over Dell and weathered the economic downturn better than most tech companies, thanks to its acquisition of services provider EDS.
No. 10: Disney
Falling attendance at its parks and sliding DVD sales are hurting. But the Mouse House continues to invest in its future, including buying Marvel for $4 billion.
No. 9: Intel
Intel paid a $1.45 billion antitrust fine in Europe, but that hasn't slowed the chipmaker's push into new markets, including smartphones and home electronics.
No. 8: Toyota
The automaker lost money in 2008 and likely will again in '09. But deep pockets and newly focused management mean this titan should revive when the economy does.
No. 7: Google
Its new free services are pushing it beyond search. But with trustbusters on the prowl, Google faces a challenge in maintaining a cuddly brand image.
No. 6: McDonald's
The downturn heightened the appeal of McDonald's low-priced fare, particularly in Britain and France, while new McCafé coffee drinks have perked up sales.
No. 5: Nokia
Nokia continues to lag in smartphones, but its reputation for robust construction, ease of use, and low-key style has helped it dominate mass-market handsets.
No. 4: General Electric
GE painted itself green with its "ecomagination" crusade. Now it aims to color itself healthy by pushing health-care solutions in underserved markets.
No. 3: Microsoft
For the first time, Microsoft's sales slipped. Yet it also began forcefully taking on its rivals, launching the Bing search engine and advertising hard against Apple.
No. 2: IBM
IBM has strived to make itself more broadly relevant by focusing on clean air and water, more efficient health care, and mass transportation.
No. 1: Coca-Cola
In a hard year for fizzy drink makers, Coke gained luster. Credit the über-successful Coke Zero, a no-cal beverage with a more macho image than Diet Coke.
這是艱難的一年，但是所有在2009年BusinessWeek/Interbrand最佳品牌榜單中的上榜品牌都成功地經(jīng)受了暴風(fēng)雨的洗禮。在這兒，我們發(fā)掘列表中所有100個(gè)品牌的發(fā)展戰(zhàn)略，從排名100的Campbell到名列榜首的可口可樂。
No. 100:金寶湯（Campbell's）
這個(gè)140年老店的成功之處在于把湯做成了價(jià)格低廉、富有營養(yǎng)的正餐。明年它計(jì)劃在俄羅斯開拓業(yè)務(wù)。
No. 99:拉夫。勞倫馬球（Polo Ralph Lauren）
盡管銷售額在下降，但是煥然一新的網(wǎng)站和對年輕消費(fèi)者的日益重視使得這家服飾制造商依然好于預(yù)期。
No. 98:巴寶麗（Burberry）
像許多奢侈品牌一樣，它正在新興市場發(fā)展新的客戶，包括巴林。巴寶麗還在紐約建立了一個(gè)新的總部。
No. 97:彪馬（Puma）
這家運(yùn)動(dòng)鞋制造商正在采取新的手段加速追趕潮流，比如和英國設(shè)計(jì)師Alexander McQueen共同設(shè)計(jì)并與Adidas開展競爭。
No. 96:雷克薩斯（Leuxs）
工業(yè)衰退以及和歐洲競爭者的血拼對雷克薩斯造成了傷害。目前它正寄希望于混合款式，以期能夠改變現(xiàn)狀。
No. 95:Adobe
廣告和web頁面設(shè)計(jì)師們隨身攜帶它的軟件，包括Flash和Photoshop.但是這糟糕的時(shí)代對Adobe最新產(chǎn)品的銷售造成了打擊。
No. 94:維薩（Visa）
這家公司正調(diào)整姿態(tài)，以適應(yīng)日益增長的從高成本信用卡轉(zhuǎn)變?yōu)榻栌浛ǖ娜蜈厔莶闹蝎@利。維薩已經(jīng)壟斷了美國的借記卡市場。
No. 93:漢堡王（Burger King）
大膽的廣告和和大號薯?xiàng)l，提供定制漢堡，響應(yīng)來自BK網(wǎng)站的呼吁。為了保持明年的前進(jìn)動(dòng)力，它的廣告預(yù)算上升了25%.
No. 92:殼牌（Shell）
在石油儲備謊報(bào)丑聞后受損的名譽(yù)已經(jīng)得到了恢復(fù)。公司正在削減管理層以應(yīng)對低油價(jià)和低收益。
No. 91:蘭蔻（Lancome）
多虧了最近的新產(chǎn)品比如"vibrating power睫毛膏"和名人推廣，這家化妝品巨人重拾往日光彩。
No. 90:星巴克（Starbucks）
在遭受經(jīng)濟(jì)衰退和麥當(dāng)勞競爭的雙重打擊下，這家咖啡連鎖店正在提升食品的健康度，降低售價(jià)，并引入速溶咖啡。
No. 89:阿瑪尼（Armani）
在不同的價(jià)位推廣時(shí)尚的做法目前還沒有對其品牌造成損害�，F(xiàn)在它正開發(fā)連鎖奢侈酒店和娛樂場。
No. 88:法拉利（Ferrari）
法拉利的銷售量基本上旱澇保收，這次危機(jī)也不例外。目前正在推進(jìn)建立新的銷售門店和開發(fā)新款。
No. 87:普拉達(dá)（Prada）
隨著新鮮血液的注入，這唯一一家有電影據(jù)之命名的時(shí)尚品牌正在全世界廣開分店。
No. 86:妮維雅（Nivea）
隨著消費(fèi)者轉(zhuǎn)向通用護(hù)膚品，它在美國和歐洲的銷量開始下滑。妮維雅正利用它的品牌號召力在新興市場贏得忠實(shí)用戶。
No. 85:金霸王（Duracell）
受困于自有品牌，新的廣告突出了安全、可信以及高性能的傳統(tǒng)。金霸王正在謀求革新，比如開發(fā)車載電池充電器。
No. 84:皇冠伏特加（Smirnoff）
當(dāng)消費(fèi)者們不再豪飲時(shí)，Tony飲料遭了難，但是皇冠伏特加卻憑借低廉的酒價(jià)和預(yù)調(diào)雞尾酒保持了自己的業(yè)績。
No. 83:英國石油（BP）
這個(gè)石油巨人帶來了新的開發(fā)項(xiàng)目，安撫了俄國合作伙伴，并關(guān)注少數(shù)行業(yè)中的綠色能源，比如美國的風(fēng)能。
No. 82:酩悅香檳（Moet & Chandon）
消費(fèi)者們將注意力轉(zhuǎn)移到廉價(jià)香檳，汽酒銷售遭到打擊。這個(gè)品牌正以較少的市場營銷資金進(jìn)行電影節(jié)贊助商之類的事。
No. 81:安聯(lián)（Allianz）
這家保險(xiǎn)公司躲過了危機(jī)中最糟糕的時(shí)刻，維持了其金融可靠性的良好聲譽(yù)。安聯(lián)通過將業(yè)務(wù)拓展到印度和中國以獲取新的增長。
No. 80:強(qiáng)生（Johnson & Johnson）
強(qiáng)生一直以來被人們認(rèn)為是舒適、可信賴的--困難時(shí)期理想的港灣。對2008年奧運(yùn)會的贊助提升了其全球知名度。
No. 79:必勝客（Pizza Hut）
美國銷量的緩慢促使這家披薩連鎖店向中國和印度謀求發(fā)展。新的食譜豐富了它的菜單，比如意大利面和雞翅。
No. 78:蓋普（Gap）
由于蓋普的低價(jià)服飾沒能吸引足夠多購物者的眼球，銷售額出現(xiàn)了下滑。在單個(gè)網(wǎng)站上突出其四個(gè)部門的做法也可能令消費(fèi)者摸不著頭腦。
No. 77:卡地亞（Cartier）
卡地亞的忠實(shí)高端客戶，尤其是在中國和中東區(qū)域，沖淡了其他區(qū)域的客戶下滑。
No. 76:蒂芙尼（Tiffany & Co）
強(qiáng)勁的美元和脆弱的經(jīng)濟(jì)猛烈地沖擊了美國的銷量。但蒂芙尼仍在不停地開設(shè)分店，價(jià)值9萬3千美元的鑲鉆手機(jī)也彰顯了品牌的雄心。
No. 75:松下（Panasonic）
電視和數(shù)碼相機(jī)業(yè)務(wù)還處于廝殺中。收購三洋給松下帶來了更多的綠色產(chǎn)品，從太陽能面板到電動(dòng)車電池。
No. 74:保時(shí)捷（Porsche）
和大眾的收購之爭損害了保時(shí)捷的形象，使其銷售陷入了低迷時(shí)期。但是這家公司仍憑其高速、性感、可靠的轎車盡享盛名。
No. 73:哈雷戴維森（Harley-Davidson）
大號摩托是其終極買主，在這個(gè)時(shí)代并不能體現(xiàn)完美。作為潮起的一代，新人類并不買它的帳。哈雷目前正寄希望于亞洲。
No. 72:瑞銀集團(tuán)（UBS）
瑞銀集團(tuán)更換了新的CEO來清理內(nèi)部。目前正應(yīng)對由信用緊縮帶來的巨大歷史虧空以及暴露出來幫助美國客戶逃稅的問題。
No. 71:舒潔（Kleenex）
它在海外發(fā)展的很好，但是自有品牌卻在本土給它制造了麻煩。該品牌憑借科技發(fā)起反擊，比如帶乳液的舒潔面巾紙。
No. 70:愛馬仕（Hermes）
皮貨的銷量在這次衰退中保持穩(wěn)定，尤其是在亞洲，新的分店不斷開張，幫助這家時(shí)裝公司在今年的銷售實(shí)現(xiàn)增長。
No. 69:現(xiàn)代（Hyundai）
在微弱優(yōu)勢以及轎車品質(zhì)提升的激勵(lì)下，現(xiàn)代將資金投入市場營銷，使其全球市場份額達(dá)到了創(chuàng)紀(jì)錄的5%.
No. 68:勞力士（Rolex）
夢幻手表賣的不像以前那么好了。但是為了維持長久以來的品牌完整性，勞力士阻止零售商降價(jià)。
No. 67:雅芳（Avon）
身處全球經(jīng)濟(jì)困局，為銷量而奮戰(zhàn)，雅芳擴(kuò)大了它的直銷大軍--通常來自于被其他行業(yè)解雇的人。
No. 66:卡特彼勒（Caterpillar）
美國的建筑市場可能噤若寒蟬，但是在中國、印度的建筑工地、礦井和農(nóng)場中，卡特彼勒的黃色大機(jī)器正發(fā)揮著幾倍的速度。
No. 65:奧迪（Audi）
相比其他奢侈汽車品牌，它遭受的打擊更小。這正是因?yàn)樗谥袊袌龅钠椒�(wěn)立足以及對美國市場依賴的降低。和大眾共享零部件也給奧迪帶來了利潤。
No. 64:雅虎（Yahoo!）
拒絕了微軟的提議之后，雅虎割舍了和軟件巨人的搜索合同。這是必須的但同時(shí)也暴露了雅虎的技術(shù)局限。
No. 63:黑莓（BlackBerry）
沒有品牌能在智能手機(jī)領(lǐng)域達(dá)到黑莓的全球持有率。顯然美國總統(tǒng)將黑莓手機(jī)別在腰帶上不會給這個(gè)牌子帶來什么傷害。
No. 62:阿迪達(dá)斯（Adidas）
盡管銷售額在下降，但是多虧了在足球、足球鞋、服飾上的實(shí)力，阿迪達(dá)斯很可能在2010年的南非世界杯上打個(gè)翻身仗。
No. 61:肯德基（KFC）
由于優(yōu)惠券短缺，將炸雞投放市場的行為引起了公共關(guān)系混亂。但是新的、更為健康的產(chǎn)品幫助肯德基扭轉(zhuǎn)了在美國銷售的頹勢。
No. 60:達(dá)能（Danone）
這位新鮮日常用品的世界領(lǐng)導(dǎo)者正致力于提升全球份額，就在其銷售額達(dá)到43億美元之后--22年來其資本第一次得到增長。
No. 59:香奈兒（Channel）
在經(jīng)濟(jì)低迷時(shí)期它的香水和服飾銷量遭受了打擊，但是傳奇性的巴黎時(shí)裝店認(rèn)為它希望能盡力彌補(bǔ)09年銷量上的損失。
No. 58:雀巢（Nestle）
憑借20億美元的研發(fā)預(yù)算，雀巢走進(jìn)了健康食品--從富有營養(yǎng)的嬰兒食品到保護(hù)皮膚免受日光傷害的益生菌。
No. 57:摩根士丹利（Morgan Stanley）
盡管交易操作已經(jīng)重新產(chǎn)生收益，但是經(jīng)紀(jì)業(yè)務(wù)仍然處于困境之中。直到經(jīng)濟(jì)反彈之前該公司都無法站穩(wěn)腳跟。
No. 56:施樂（Xerox）
在這辦公設(shè)備銷售凄慘的一年，施樂逐步推進(jìn)新環(huán)保技術(shù)，并且持續(xù)將腳步邁過硬件，走向服務(wù)。
No. 55:大眾（Volkswagen）
憑借其低油耗產(chǎn)品陣營和在中國、印度的牢固地位，大眾取得了超過整個(gè)行業(yè)的業(yè)績。它在美國還有很多工作要做。
No. 54:MTV
在年輕人和成年人之間搖擺不定，廣告投入也有所下降。MTV正在重新制作節(jié)目，包括加入更多動(dòng)畫和系列紀(jì)錄片。
No. 53:安盛（AXA）
這家保險(xiǎn)公司正打算重建穩(wěn)定性。（新的口號：收入在下降，但是比某些烏鴉嘴說的要好）
No. 52:高露潔（Colgate）
盡管全球經(jīng)濟(jì)出現(xiàn)不景氣，但高露潔的口腔、個(gè)人及家庭護(hù)理產(chǎn)品仍于今年取得穩(wěn)定的增長，在本土及海外獲取份額。
No. 51:箭牌（Wrigley）
這家推出傲白（Orbit）和益達(dá)（Extra）的口香糖公司正藉由推廣咀嚼的健康概念來獲得拉動(dòng)。
No. 50:Zara
Zara得益于人們對處于合理價(jià)位流行服飾的大量需求。它在廣告方面的投入不多，主要依靠人們的口碑來拉動(dòng)銷售。
No. 49:福特（Ford）
它巧妙地沒有陷入到底特律兄弟所處的麻煩之中。但是福特正走向"一款車型搭配所有市場"的險(xiǎn)境之中。它面臨著一個(gè)全新打造的通用
No. 48:亨氏（Heinz）
這位番茄醬大王60%的銷量來自海外�，F(xiàn)在正計(jì)劃加大市場營銷資金以應(yīng)對自有品牌的沖擊。
No. 47:西門子（Siemens）
盡管賄賂丑聞對品牌造成了打擊，但這家電子制造商正抖擻精神全力發(fā)掘它在綠色能源和大規(guī)模傳輸方面的技術(shù)實(shí)力。
No. 46:eBay
當(dāng)在線拍賣形式建立之后，越來越多的批發(fā)商和清算人在這家網(wǎng)站上出售新產(chǎn)品。通用甚至在買汽車。
No. 45:埃森哲（Accenture）
在遭受重壓之后，這家公司發(fā)起了一場廣告大戰(zhàn)， 將自己定位于不明朗時(shí)期的"選擇的伴侶".但這并沒有阻止這家公司削減顧問。
No. 44:歐萊雅（L'Oreal）
這家世界領(lǐng)先的化妝品和占據(jù)大量市場的美容品牌正在擴(kuò)大其在新興市場的銷售，尤其是巴西、印度、中國和波蘭。
No. 43:亞馬遜（Amazon）
這家網(wǎng)上零售巨人因在困難時(shí)期仍然奉行低價(jià)政策和提供優(yōu)質(zhì)客戶服務(wù)而興盛。但現(xiàn)在正冒著喪失核心的風(fēng)險(xiǎn)去拓展電子圖書和服裝業(yè)務(wù)。
No. 42:飛利浦（Philips）
這家聯(lián)合企業(yè)正從微利電子設(shè)備制造商轉(zhuǎn)型為健康護(hù)理、照明以及高端消費(fèi)配件的領(lǐng)頭角色。
No. 41:古琦（Gucci）
相比多家競爭者，這家歷史悠久的奢侈品制造商發(fā)展的更好。這多虧了其在新興市場的迅猛推廣，尤其是在熱衷于品牌的中國。
No. 40:湯森路透（Thomson Reuters）
合并之后，湯森憑借其在法律信息等弱周期領(lǐng)域方面的優(yōu)勢，幫助路透平衡其嚴(yán)重依賴于金融服務(wù)的現(xiàn)狀。
No. 39:任天堂（Nintendo）
它的Wii和便攜式DS游戲機(jī)仍然賣的比競爭對手好。但是這家公司并不能完全抵御衰退：四年來年利潤可能第一次出現(xiàn)下降。
No. 38:高盛（Goldman Sachs）
當(dāng)金融業(yè)遭受重大損失之時(shí)，損失最小的就成為了新贏家�，F(xiàn)在，高盛正處在超乎尋常利潤的密集轟炸之下。
No. 37:摩根大通（JPMorgan）
它正在為成為最強(qiáng)大的金融機(jī)構(gòu)而努力。收購華盛頓互惠銀行（Washington Mutual）使得摩根大通進(jìn)一步拓展其在美國的業(yè)務(wù)。
No. 36:花旗銀行（Citi）
盡管其國際業(yè)務(wù)仍然帶來利潤，但是對國內(nèi)保險(xiǎn)金的壞賬以及管理不善給花旗銀行的聲譽(yù)蒙上了污點(diǎn)。
No. 35:戴爾（Dell）
戴爾正繼續(xù)它的大幅調(diào)整，積極向零售進(jìn)軍，對品牌進(jìn)行修正。如果想和惠普（HP）或其他公司開展競爭，那它還得進(jìn)一步削減成本。
No. 34:家樂氏（Kellogg's）
這家谷物食品制造商通過降低日用品成本以及提高售價(jià)使利潤得到了增長。通過新產(chǎn)品像特別K餅干（Special K Crackers）和巨型脆米花（Jumbo Rice Krispies）將自有品牌拒于國門之外。
No. 33:佳能（Canon）
公司正致力削減辦公機(jī)器和芯片制造業(yè)務(wù)帶來的損失。為了加快銷售，佳能正準(zhǔn)備開發(fā)帶有更多網(wǎng)絡(luò)友好特色的新產(chǎn)品。
No. 32:匯豐銀行（HSBC）
全球性的信用危機(jī)打擊了其在美國的零散業(yè)務(wù)。這家全球第二大的銀行正盡力從壞賬中抽身。
No. 31:UPS
全球性的低迷沉重地打擊了這家運(yùn)輸巨人。UPS將其市場營銷預(yù)算提高到2億美元，在中國建立新的樞紐。
No. 30:百威（Budweiser）
在本土經(jīng)受著精釀啤酒和打折銷售的雙重打壓，這家啤酒制造商在新興市場比如越南得到了迅猛增長。
No. 29:索尼（Sony）
它在電視和游戲機(jī)業(yè)務(wù)上蒙受了數(shù)十億美元的損失。但索尼的軟件得到了發(fā)展：最新的電子書閱讀器使得用戶能夠從Google Book和本地圖書館獲得圖書。
No. 28:宜家（Ikea）
當(dāng)被經(jīng)濟(jì)衰退嚇破了膽的顧客們繼續(xù)為它的時(shí)髦和廉價(jià)而瘋狂時(shí)，這位家裝業(yè)巨人獲得了蓬勃發(fā)展，彌補(bǔ)了其在俄羅斯的錯(cuò)誤。
No. 27:SAP
它仍然保持了其在人力資源以及公司內(nèi)部其他職能自動(dòng)化領(lǐng)域的領(lǐng)頭羊地位。但是SAP新上線的基于網(wǎng)頁的軟件卻讓人感到失望。
No. 26:耐克（Nike）
致力于成本控制以及拒競爭于國門之外，處于經(jīng)濟(jì)衰退之中的耐克持續(xù)花費(fèi)資金開展創(chuàng)新，包括環(huán)保運(yùn)動(dòng)用品系列。
No. 25:雀巢咖啡（Nescafe）
這個(gè)雀巢的旗艦產(chǎn)品迎合了顧客厭惡昂貴設(shè)計(jì)師咖啡的心理。同時(shí)推出了關(guān)注健康的新飲品。
No. 24:甲骨文（Oracle）
陷入了企業(yè)軟件需求的衰退之中。甲骨文以宴會和討論會的形式推進(jìn)了公司行政人員和客戶之間面對面的交流。
No. 23:百事（Pepsi）
它通過設(shè)計(jì)新的logo和更圓滑的包裝來改變品牌形象。但是它卻無法逃避碳酸飲料所面對的嚴(yán)酷環(huán)境，尤其是在美國。
No. 22:美國運(yùn)通（American Express）
蒙受了壞賬帶來的損失。這家令人期待的信用卡公司正推行忠誠度計(jì)劃，重新審視其信用卡組合并排除危險(xiǎn)賬戶持有人。
No. 21:H&M
當(dāng)多家零售店在全球不景氣中蒙受損失時(shí)，H&M卻通過它價(jià)格合理的流行服飾吸引著精打細(xì)算的消費(fèi)者。
No. 20:蘋果（Apple）
雖然Mac電腦的銷售已經(jīng)減緩，但蘋果繼續(xù)憑借iPhone（現(xiàn)在已經(jīng)是第三代）、競爭者們競相效仿的應(yīng)用商店賺取大把利潤。
No. 19:三星（Samsung）
它取代索尼，成為頭名電視品牌，在手機(jī)領(lǐng)域逐漸成為唯一能和諾基亞抗衡的對手。為了擴(kuò)大其號召力，三星的應(yīng)用商店正在開張。
No. 18:本田（Honda）
盡管全球銷售受到打擊，本田的省油車和利潤頗豐的摩托車業(yè)務(wù)卻幫助這家汽車制造商抵消了一部分損失。
No. 17:萬寶路（Marlboro）
由于國內(nèi)市場受到限制，這位煙草巨人繼續(xù)致力于在新興市場推廣業(yè)務(wù)，從亞洲到俄羅斯，贏得數(shù)以百萬的煙槍。
No. 16:路易威登（Louis Vuitton）
這個(gè)品質(zhì)卓越的奢侈品牌今年在歐洲贏得了一次銷售翻身，同時(shí)繼續(xù)在亞洲和中東賺取財(cái)富。
No. 15:寶馬（BMW）
現(xiàn)在已經(jīng)證明了，買家會為了別致、運(yùn)動(dòng)款的小型車掏出額外的銀子。寶馬早年在高效引擎上的投資也獲得了回報(bào)。
No. 14:思科（Cisco）
致力于改變作為web水管的品牌形象。在收購了Flip video camera之后，思科的目標(biāo)是更多的以消費(fèi)者為核心。
No. 13:吉列（Gillette）
高端剃刀的快速銷售提升了其業(yè)績。但為了擴(kuò)大用戶群，吉列仍需要開發(fā)低端市場。
No. 12:梅賽德斯-奔馳（Mercedes-Benz）
雖然梅賽德斯的銷售出現(xiàn)停頓，但這個(gè)工程圖標(biāo)仍然憑借省油車維護(hù)了其高大形象。它需要小型車來擴(kuò)充它的陣容。
No. 11:惠普（Hewlett-Packard）
由于收購了服務(wù)提供商EDS,惠普拉開了與戴爾的差距，相比大多數(shù)技術(shù)公司它在經(jīng)濟(jì)下滑中贏得了更多財(cái)富。
No. 10:迪斯尼（Disney）
盡管公園游客數(shù)下滑，DVD銷量不振，這個(gè)老鼠窩仍在為未來投資，包括以40億美元收購Marvel.
No. 9:英特爾（Intel）
英特爾在歐洲支付了14.5億美元的反壟斷罰款，但這并沒有阻止這家芯片制造商開拓新的市場，包括智能手機(jī)和家用電子設(shè)備。
No. 8:豐田（Toyota）
這家汽車制造商在2008年損失慘重，估計(jì)在09年也很可能如此。但是雄厚的資金和最新的管理焦點(diǎn)意味著一旦經(jīng)濟(jì)出現(xiàn)復(fù)蘇，這位巨人也將隨之復(fù)蘇。
No. 7:谷歌（Google）
新開放的免費(fèi)服務(wù)使其超越了搜索。但在反托拉斯檢察官懷疑的目光下，谷歌試圖繼續(xù)維持可愛的品牌形象的想法面臨挑戰(zhàn)。
No. 6:麥當(dāng)勞（McDonald's）
經(jīng)濟(jì)下滑凸顯了麥當(dāng)勞低價(jià)食品的號召力，尤其是在英國和法國。同時(shí)McCafe也獲得了不錯(cuò)的銷量。
No. 5:諾基亞（Nokia）
諾基亞在智能手機(jī)市場繼續(xù)落后，但是其結(jié)實(shí)易用、低調(diào)的品牌形象幫助其統(tǒng)治了大規(guī)模手機(jī)市場。
No. 4:通用電氣（General Electric）
通用電氣通過"綠色創(chuàng)想"計(jì)劃為其打上綠色標(biāo)簽。現(xiàn)在它打算在服務(wù)低下的市場里推廣健康護(hù)理方案，以此為自己再涂抹上健康的外表。
No. 3 微軟（Microsoft）
微軟的銷售第一次出現(xiàn)了下滑。然而它還是強(qiáng)勁地超越了它的對手。推出了必應(yīng)（Bing）搜索引擎，針對蘋果發(fā)動(dòng)了強(qiáng)大的廣告攻勢。
No. 2:IBM
IBM奮力提升它在各方面的重要性。關(guān)注凈水和空氣，更有效的健康護(hù)理，以及大規(guī)模運(yùn)輸。
No. 1:可口可樂（Coca-Cola）
在這碳酸飲料困難重重的一年里，可口可樂卻大放光彩。大獲成功的零度可樂是一種無碳飲料，相比健怡可樂更具男子氣概。
