Canada’s 100 most valuable brands worth C$200 billion
Every year, leading branded business valuation and strategy consultancy Brand Finance puts thousands of the world’s top brands to the test.
They are evaluated to determine which are the most powerful and the most valuable by country, by industry and against all other brands worldwide. Canada’s most valuable brands can be found in the Brand Finance Canada 100.
Canada’s 100 most valuable brands generate a total brand value of C$200 billion. With 21 brands in the table with a total value of C$30.1 billion, the retail sector claims the title as the industry with the most brands in the table. The Oil and Gas industry follows closely behind with a total of 14 brands, contributing C$21.7 billion to the nation’s overall brand value.
The winners amidst the nation’s weak economic condition are undoubtedly the low-cost retailers. Consumer confidence has been affected by the weakened economy, decreasing oil prices, and a slightly elevated unemployment rate – approximately 7 percent. The increase in price-conscious consumers in light of the economic slowdown has meant that low-cost retailers are able to compete with companies positioned in a higher price bracket. Alongside consumer prudence, Couche-Tard’s revenue forecasts have improved this year, which largely contributed to the brand’s 39 percent rise in value. Dollarama saw the same forecast, which was a factor that led to its impressive 20 percent growth in brand value.
Air Canada is the nation’s fastest growing brand, its value rising 88 percent to an overall brand value of C$1.8 billion. Due to the decline in fuel prices, it propelled the airline giant’s second quarter profits up 33 percent. As the nation suffered a depreciation in its currency, the cost of commodities priced in U.S. dollars soared, however, the economic hiccup boosted the airline’s passenger revenue by 6.9 percent. Additionally, external tourism contributed to Air Canada’s success this year when US dollars were exchanged into the depreciating Canadian dollar. The brand cut costs in areas of its operations to offset the depreciation, and this combatting strategy proved useful for the brand’s value overall.
Royal Bank of Canada retains its title as the nation’s most valuable brand despite falling 9 percent in value to C$13.2 billion. Banking brands have dominated the Canadian table – five banks are in the top 10 alone. The banking industry has been subject to regulatory pressures and tough economic conditions, and the weakening Canadian dollar, therefore it is important to commend Canadian banks for maintaining strong positions in the table this year.
The overall brand value of banking brands in the table is C$56.5 billion, making up approximately 30 percent of the nation’s total brand value. The Canadian banking system is widely considered one of the safest banking systems in the world. Yet, six of the nine banking brands in the table have fallen in brand value this year. However, this fall is consistent with the global trend and therefore does not necessarily impugn the level of safety Canadian banks are renowned for.
Six issues at the top of tax and finance leaders’ agenda
New Deloitte research reveals that tax leaders are under increasing pressure to add strategic value as companies accelerate business model transformation, from undergoing digital transformations to rethinking their supply chains or investing in green initiatives.
According to Phil Mills, Deloitte Global Tax & Legal Leader, to “truly deliver value to the business, the tax function needs to rethink its resourcing model and transform its technology infrastructure to create capacity and control costs”.
And the good news, according to Mills, is that tax and business leaders have more options at their disposal to achieve this.
Reflecting the insights of global tax and finance executives at global companies, Deloitte’s Tax Operations in Focus study reveals the six issues at the top of tax and finance leaders’ agenda.
Trend 1: Businesses seek more strategic counsel from tax
Companies are being pushed to develop new digital products and distribution channels and accelerate sustainable transformation and this is taking them into uncharted tax territory. Tax leaders say their teams must have the resources and skills to give deeper advisory support on digital business models (65%), supply chain restructuring (49%) and sustainability (48%) over the next two years. This means redrawing the boundaries of what tax professionals focus on, and accelerating adoption of advanced technologies and lower-cost resourcing models to meet compliance requirements and free up time.
According to Joanne Walker, Group Tax Director, BT Group PLC, "There’s still a heavy compliance load today, but the vision for the future would be that much of that falls away, and tax people become subject matter experts who help program the machine, ensure quality control, and redirect their time to advisory activity.”
Trend 2: Tipping point for resourcing models
Business partnering demands in the tax department are on the rise, but 93% of tax leaders say their department’s budget is remaining flat or falling. To ensure that the tax function can redefine itself as a strategic function at the pace that is required, leaders are choosing to move increasing amounts of compliance and reporting to a combination of shared service centers, finance departments, and outsourcing providers that have invested in best-in-class technology.
Trend 3: Digital tax administration is moving faster than expected
in addition to the rising focus of the corporate tax department partnering with their business counterparts, transformative changes to the way companies share tax information with revenue authorities is also creating an imperative to modernize operations at a faster pace. Nine in 10 (92%) respondents say that shifting revenue authority demands on digital tax administration will have a moderate or high impact on tax operations and resources over the next five years—and several heads of tax said the trend is moving faster than expected.
"It’s really stepped up in the last couple of years," says Anna Elphick, VP Tax, Unilever. "Tax authorities don't just want a faster turnaround for compliance but access into a company’s systems. It's not unreasonable to think that in a much shorter time than we expect, compliance will be about companies reviewing a return that's been drafted by the tax authorities."
Trend 4: Data simplification and lower-cost resourcing are top priorities
Tax leaders said that simplifying data management (53%) and moving to lower-cost resourcing models (51%) must be prioritized if tax is to become more proactive at delivering strategic insights to the business. Many tax teams are ensuring that they have a seat at the table as ERP systems are overhauled, which is paying dividends: 56% of those that have introduced NextGen ERP systems are now highly effective at supporting the business with scenario-modeling insights. Only 35% of those with moderate to low use of NextGen ERP systems said the same.
At Stryker, “we automated the source P&L process for transfer pricing which took a huge burden off of the divisions," says David Furgason, Vice President Tax. "Then we created a transfer price database to deposit and retrieve data so we have limited impact on the divisions. We are moving to a single ERP platform which will help us make take the next step with robotics.”
Trend 5: Skillsets are shifting
Embedding a new data infrastructure and redesigning processes are critical for the future tax vision. Tax leaders are aligned — data skills (45%) and technology process experience (43%) are ‘must have’ skills in a tax department of the future, but more traditional tax specialist knowledge also remains key (40%). The trick to success will be in tax leaders facilitating the way these professionals, with their different backgrounds, can work together collectively to unlock lasting value.
Take Infineon Technologies, which formed a VAT technology and governance group "that has the right knowledge about how to change the system to ensure it generates the right reports", according to Matthias Schubert, Global Head of Tax. "Involving them early was key as we took a greenfield approach, so we could think about what the optimal processes would look like and how more intelligent systems could make an impact
Trend 6: 2020 brought productivity improvements
Improved productivity (50%) and accelerating shifts to remote working (48%) were cited as the biggest operational benefits to emerge from COVID-19-driven disruption. But, as 78% of leaders now plan to embed either hybrid or fully remote models in the tax function long term, 34% say maintaining productivity benefits is a top concern. And, as leaders think about building their talent pipeline and strengthening advisory skill sets, 47% say they must prioritize new approaches to talent recognition and career development over the next two years, while 36% say new processes for involving tax in business strategy decisions must be established.