Brands
Anatomy of the top 100 brands 2013
MUMBAI: This year, Apple has re-written history by replacing Coca-Cola, the number one brand for the past 13 years, as the new numero uno in the coveted top 100 global brands announced by brand consultancy, Interbrand.
Interestingly, it’s not as if Coca-Cola got it wrong this time round. Rather, the FMCG brand has been on a successful spree; winning awards, launching brilliant campaigns, and engaging people in popular initiatives like Coke Studio. Just that technology and new media have emerged leaders this year.
Ashish Mishra says the report tries to find an answer to who really leads the brand the marketer or the consumer, or both
Says Interbrand India managing director Ashish Mishra: “If we look at the top five or ten, its technology and new media which is leading the pack and this is the trend all across.”
The top 10 brands convey a message: A brand today has got to be all about the people. And how anticipation, co creation, conversation, innovation, investment in people & big data, strategic CSR and new leadership is the new way ahead. Mishra goes on to say that Apple has climbed the charts because of the Apple culture is has fashioned across the globe.
East is East, West is West
What emerges from the list is that most of the top 100 brands belong to the Western world. So is it to do with our white fixation or the fact that brands from the US, UK, Germany or France have made a name for themselves globally?
“A brand needs to be where the top 10 GDPs are,” says Ashish, adding that apart from the brands’ financial performance, their role in influencing consumer choice, the strength they command as also recognition across the globe are important factors while determining their value.
What is more unfortunate is that no Indian brand figures in the top 100. The consultancy reasons it’s all about diversification.
Mishra explains that post Independence, India grew at a fast clip while business grew in various directions. For example, Tata today means different things i.e. Tata Steel, Tata Motors, TCS etc. to different people. Ditto for other Indian conglomerates, which diversified into different brands and sub-brands, which in turn grew bigger than the mother brand in some cases.
“An organisational structure is important and somewhere down the line, custody of sub-brands was handed over to people (CEOs, CMOs, CFOs etc) who took charge but forgot to work towards the mother brand,” says Mishra of the irony of the Indian market.
The agency is helping many companies in India to bridge the gap and be part of the global brands. And to achieve it, the agency feels the companies need to have an inside-outside perspective wherein they need to go to the right markets after creating a name for themselves here as well as compete with the global counterparts on the same parameters.
Media not so savvy
Of the top 100, the only media brands are Disney, Thomson Reuters, Discovery (new entrant this year) and MTV. Implying that while media may be the most influential opinion maker for readers and viewers, it somehow fails to impress brand creators.
While the consultancy does evaluate media brands excluding publishing houses, very few made it to the list. Also, the consultancy made an exception for India and China by taking into consideration government-owned brands because of their sheer number in these countries.
“The names in the list are the most influential brands globally. But if you look at the media in a broader context, then many other brands too would be included. For example, Facebook,” says Ashish. Incidentally, the top 30 brands evaluated by the consultancy in India did not have a single name from the media.
Whatever may be the case, the names that figure on the list demonstrate that these brands have indeed managed to deliver meaningful and seamless experiences across all platforms and touch points.
Brands
Atomberg unveils AC rotary compressor technology at Acrex 2026
Move marks entry into Hvac components with India built solution
MUMBAI: Atomberg Technologies has unveiled a new air conditioner rotary compressor technology at Acrex India 2026, signalling the company’s entry into the Hvac components space and expanding its engineering capabilities beyond consumer appliances.
The compressor has been developed by the company’s B2B engineering arm, Atomberg Innovation Private Limited, which focuses on building engineering solutions for the consumer durables and Hvac ecosystem.
Designed and manufactured in India, the rotary compressor is built for 1.5 tonne air conditioners and integrates high efficiency motor technology with improved noise, vibration and harshness performance. The system also complies with Indian regulatory standards, positioning it as a locally developed alternative in a segment often reliant on imports.
The development marks Atomberg’s latest step in expanding its technology portfolio into Hvac component systems while continuing its push towards indigenous innovation in appliance engineering.
Atomberg Technologies founder and chief executive officer Manoj Meena, said the launch reflects the company’s evolution from appliance innovation to deeper engineering solutions. “Our journey began with reimagining everyday appliances through technologies such as BLDC motors. Today we are building advanced engineering solutions in India, including this AC rotary compressor, as we expand into the Hvac ecosystem,” he said.
Atomberg Innovation operates as an end to end original design manufacturing partner, developing solutions that include motor technologies, integrated drive systems, embedded control platforms and manufacturing capabilities. Its portfolio spans technologies such as air conditioning motors, motor drivers based on field oriented control algorithms, solar tracker motors and drone motors.
The company’s engineering infrastructure covers the full product lifecycle, from electronics design and digital twin modelling to testing and manufacturing through in house facilities such as SMT lines, motor assembly units and automated production systems. This integrated setup allows some products to move from concept to production in as little as three months.
By combining vertically integrated manufacturing with engineering led design, Atomberg aims to strengthen India’s capabilities in advanced appliance components while supporting the broader push for domestic technology development and reduced dependence on imports.
