NTT Docomo
Country
Japan
Sector
Telecommunications
Offices
-
Employees
-
Brand value
$10,869m
Brand rating
AAA-
Enterprise value
$73,516m
Value / market cap
14.8%
This brand has received no votes.
Market cap
* For banks, enterprise value is substituted with market cap. Source: Bloomberg Finance L.P.
Performance of the brand
The NTT Docomo brand has followed the strong brand performance of its parent company NTT Group, which jumped 14 places in the Brand Finance Global 500 September update, by increasing its brand value by some $815 million and moving up 15 places to 75thin the Brand Finance Global 500. The NTT Docomo brand has also seen its brand rating increase from AA+ to AAA-.
The brand continues to market itself as an innovative brand; a strong brand must be true to itself and its promises which is exactly what NTT Docomo does by continually bringing new products to the market. NTT recently released a line-up of 24 new phones including 9 Smartphone’s, which signals the largest and most diverse line up of phones in NTT history.
In addition to this innovative brand approach the company continues to provide an outstanding service to its customers. Business customers in Japan voted that they were more satisfied with NTT than with any other network for the 3rd year running in the J.D Power Asia Pacific business studies.
League tables
NTT Docomo appears in the following brand league tables:
Rank 11 in the
Top 500 Telecom Brands 2012.
Rank 10 in the
Top 500 Telecom Brands 2011.
Rank 90 in the
Global 500 2011.
Rank 106 in the
Global 500 2008.
Rank 90 in the
Global 250 2007.
2012 brand performance*
Brand value
$10,869m
Brand rating
AAA-
Enterprise value
$73,516m
Value / ent. value
14.8%
* Figures taken on 31st December 2011.
2011 brand performance*
Brand value
$9,801m
Brand rating
AA+
Enterprise value
$73,145m
Value / ent. value
13.4%
* Figures taken on 31st December 2010.
2010 brand performance*
Brand value
$8,187m
Brand rating
-
Enterprise value
$64,997m
Value / ent. value
12.6%
* Figures taken on 31st December 2009.
