| Abstract: | This paper reports the results of interdisciplinary research extending the work of Mather and Peasnell (1991) reported in an earlier issue of this journal. Mather and Peasnell conducted an empirical analysis of the economic circumstances surrounding decisions to capitalize brands. This study investigates the managerial implications of periodically assessing and capitalizing the value of brands. Exploratory interviews were conducted with the key players in brand valuation activity, namely marketing and finance officials in brand-valuing companies and two senior personnel in the leading international brand-valuing agency. The recent inception of brand valuation in the accounts of several strong branded British companies provides an excellent research opportunity to explore a relatively novel managerial activity and its internal implications. These implications are reviewed under the headings: planning and control, the accounting/marketing interface, authorization of brand-related expenditure and brand-related decision making. An important finding of the study is that, while the original impetus for brand valuation came from balance sheet considerations, other unforseen managerial advantages are now widely perceived to accrue from brand valuation. The majority of current brand valuation activity appears to be driven more by management information needs, which are served by the evaluation phase of the exercise, than by a desire to capitalize brands in the published statements. |
