“The best global brands 2022”: Mercedes-Benz in the top 10!

Mercedes-Benz_Top Global Brands


Mercedes-Benz increases its brand value by 10% and remains the world’s strongest luxury car brand.

For the seventh year running, Mercedes-Benz maintains its position as the only European brand in the top 10 of the 100 “Best Global Brands” and the only luxury brand in the automotive sector. In the current ranking of the famous American brand consulting firm Interbrand, the star brand is once again and therefore unchanged from 2018 in eighth place. Brand value has grown 10% since 2021 to $56.103 billion.

Mercedes-Benz According to Interbrand’s “Best Global Brands 2022” survey, it has increased the value of its iconic brand by 10% over the past year. It highlights the company’s successful transition to an electric and software-driven future. Mercedes-Benz In 2021, Daimler Truck started to restructure the brand by splitting it up and revising its strategy. The aim is to focus more on the luxury segment and consistently exploit the opportunities for growth and profitability. Mercedes-Benz aims to create the world’s most desirable cars and establish itself as a leader in electric power and automotive software. As the company announced in May 2022, its range will be realigned to strengthen its brand positioning. Strategic decision to go fully electric in all segments by 2030 – when market conditions allow – and ambitions to be CO neutral2 Strengthening the relationship between luxury and sustainable development by 2039.

“Storage Mercedes-Benz ranked eighth, and the double-digit growth in brand value to more than USD 56 billion confirms our strategic direction. It’s about defining the sustainable luxury of the future, putting our customers more at the center of everything we do, and making every touch point with our brand a unique experience. I am proud that the work of our entire team for our brand is paying off and this is reflected in the wonderful result,” says Bettina Fetzer, vice president of communications and marketing at Mercedes-Benz AG.

The customer at the center: unique brand experiences to appeal to new target groups

In addition to the product portfolio, the entire business model will be more consistently focused on luxury. Communication and sales are increasingly focused on the needs and wants of customers. Mercedes-Benz attaches great importance to reaching its customers and potential target groups directly in their environment and engaging them in a reliable and authentic way with unique and individual brand experiences. To this end, the company is open to collaborations with personalities and brands from various sectors, from technology to fashion, including music, cinema and sports. These co-creations open up completely new perspectives. They allow you to connect with target groups that have little or no connection to the automotive industry. Sales channels are consistently adapted to real customer needs and complemented by innovative formats and online and offline brand presence capabilities. Examples of this include Mercedes-AMG and Mercedes-Benz G-Class private showrooms, as well as the Mercedes-AMG Boutique in Dubai. The recently opened Mercedes-Maybach workshop in Shanghai is also part of this overall strategy.

Focus on the “best global brands” since 1999

American brand consulting company Interbrand has been researching and analyzing the world’s most powerful brands since 1999. The top 100 are included in the annual “Best Global Brands” study, which examines all candidates based on three criteria: “financial performance of the brand’s products or services”, “the role of the brand in the purchase decision process” and “the strength of the brand in terms of ensuring the company’s future earnings”. Interbrand was the first company to develop a certified brand valuation method according to the ISO 10668 standard. This international standard defines the criteria for valuation and meets the requirements for accurate monetary classification of brands. Interbrand’s ranking can be viewed at www.bestglobalbrands.com.

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