UN lists brand equity in Global Innovation Index for the first time

Using data from Brand Finance, the indicator now recognizes the contribution of brands as intangible assets to innovation in an economy.

  • The 2020 update of the Global Innovation Index (IIG) includes a brand equity metric for the first time in the study’s 13-year history.
  • The Brand Finance database that has the ISO certification with history of more than 5,000 most important brands in the world that it values ​​annually has been used to create the new measure.
  • Collaboration between UN WIPO and Brand Finance demonstrates international recognition of the importance of brands for value creation.
  • Hong Kong SAR has become the world’s leading economy in the new brand value metric, as well as the leading region in the entire country, with the highest global brand value scaled by GDP (in PPP $ ).
  • With a score of 33.29 out of 100 in the IIG’s global brand value indicator, Spain is among the countries whose brand value / GDP ratio is lower than expected for the size of the economy.

UN lists brand equity in Global Innovation Index for the first time

Access the IIG 2020 report here

Madrid, September 3, 2020.- For the first time in its 13-year history, the renowned Global Innovation Index (IIG) includes the value of the brand as one of its main indicators. The study uses findings from the ISO-certified database of the world’s 5,000 top brands analyzed annually by Brand Finance , the leading independent intangibles valuation consultancy whose rankings comply with ISO 10668 and ISO 20671 for brand valuation and evaluation. respectively.

Published by the World Intellectual Property Organization (WIPO), a specialized agency of the United Nations (UN), the IIG provides detailed metrics on the innovation performance of 131 countries and economies around the world. Its 80 indicators explore a broad view of innovation, including the political environment, knowledge and technology, infrastructure, business sophistication, and now brand equity as well.

The results of Brand Finance’s public study of the 5,000 most valuable and strongest brands in the world have been used to create a new GII indicator in 2020. The values ​​of the top brands in each economy are added and scaled by gross domestic product (GDP ). The indicator includes the contribution of brands as intangible assets to innovation in an economy. It is carried out between the metrics that collect the creative results of an economy and adds a new dimension to the evaluation of the world’s most innovative economies included in the IIG.

The Hong Kong Special Administrative Region (SAR) has become the world’s leading economy in the new brand equity metric, as well as the leading region across the country, with the highest global brand equity scaled by the GDP (in PPP $). Relative to the size of its economy, Hong Kong SAR is the most successful region in developing valuable brands, and this is a clear indicator of what is likely to happen in mainland China, which is currently ranked 17th in the same. metrics.

Experts predict that China’s GDP will exceed that of the United States by 2030. Teresa de Lemus, Managing Director of Brand Finance Spain, commented: “A nation’s brands are crucial drivers of both economic growth and economic development. Taking China as an example, we are witnessing the nation make significant progress in developing local brands, such as TikTok and Huawei , and the number of leading brands will undoubtedly continue to grow. If this accelerates, we at Brand Finance have predicted that China is likely to overtake the United States as the world’s leading economy by brand value by 2025. ”

Spain in the UN Global Innovation Index

Spain is among the economies in which the brand value / GDP ratio is lower than expected for the size of the economy. Like Spain, the large and fast-growing BRIC nations fall below the line (Graph 1 in Notes to the Editor), suggesting that their range in global brand value relative to the size of their economies leaves a significant potential for the growth of local brands. Economies that are above the trend line are the most successful in developing brands in proportion to their size.

Countries such as Central China, Italy, Australia, India, Mexico, Thailand, Russia, Belgium, Brazil or Indonesia are in a similar situation to Spain in the IIG. China and India especially, have been encouraging brand development in their homeland, in recent years, a trend that has been increased by COVID-19. As demand for these brands increases, nations will need to ensure that they are equipped to facilitate effective and efficient innovation to ultimately support the development of successful global brands.

In 2019, before including the brand value, Spain ranked 29th in the global ranking with a score of 47.85 out of 100. In 2020 Spain has decreased 2.25 points compared to the previous year to 45.60 / 100 and 30th but remains in the range of countries that are in line with expectations for level of development. This first year that the ranking includes brand equity, Spain scores 92.7 (33.29 / 100), ranking 21st for said intangible asset.

Teresa de Lemus, Managing Director of Brand Finance Spain: “With the inclusion of brand equity in the Global Innovation Index, the world’s economies have another important indicator of comparison of their intangible assets. Spain, in position 21 in the brand value ranking, already has another benchmark to be measured with the rest of the economies in addition to the Soft Power ranking where, in position 16 with a score of 47.6 / 100, our country stood out for being the nation with the funniest and friendliest inhabitants in the world. Two key references to improve not only our country brand but our global positioning ”.

See page 324 of the report.

A leading benchmark for measuring the innovation performance of an economy

The IIG ranking has become the global benchmark for government and business leaders, facilitating public-private dialogue and helping professionals and experts to credibly assess the annual progress of innovation around the world. The inclusion of brand equity among the IIG indicators demonstrates international recognition of the importance of brands for value creation, especially in supporting economic recovery, and the growing consensus on the need for a reliable and independent intangible valuation of assets.

Teresa de Lemus, Managing Director of Brand Finance Spain: “After 25 years of pioneering the discipline of brand valuation, Brand Finance is proud to partner with WIPO to create this important new measure of innovation. Brands create value and will help lift the global economy out of the recession caused by COVID-19. There has never been a more important time to recognize the role of brands. “

Sacha Wunsch-Vincent, co  editor and head of IIG, Department of Economics and Data Analysis, noted: “Innovation and branding go hand in hand; Brands are, in fact, a key way for companies to get returns on their R&D investments. We are pleased that IIG 2020 now includes branding, this important dimension of intangible assets. ”

After the launch of the IIG, David Haigh, CEO of Brand Finance will participate in the next 45th World Congress of the International Advertising Association (AIP) to discuss the new report “Why Brands Matter” by Brand Finance as a launch of the campaign of the AIP demonstrating the role of brands as an engine of post-COVID-19 recovery.

Analysis of the new brand equity metric

The Hong Kong Special Administrative Region (SAR) has become the world’s leading economy in the new brand equity metric, as well as the leading region across the country, with the highest global brand equity scaled by the GDP (in PPP $). Relative to the size of its economy, Hong Kong SAR is the most successful in developing valuable brands, and this is a clear indicator of what is likely to happen in mainland China, which currently ranks 17th on the same metric. .

With world-renowned sweets, watchmakers and financial services, Swiss brands have become world leaders in quality and excellence. The Swiss giant Nestlé , for example, has produced several brands that are now household names. Switzerland has one of the best global regimes for the protection of intellectual property, a key factor in promoting innovation and building successful brands. Furthermore, the strong controls on the use of the ‘Swiss made’ brand have also allowed qualified Swiss brands to differentiate themselves and leverage their nation’s reputation effectively.

Several successful small economies such as Sweden, the Netherlands and Malaysia emerge among the top spots for the economies that produce the most valuable brands.

Brand Finance analysis in Figure 1. illustrates how economies stack up in terms of their rank based solely on brand equity, compared to brand equity relative to GDP.

Economies that are above the trend line are the most successful in developing brands in proportion to their size. The economies that fall below the trend line, including Spain, are those in which the brand value / GDP ratio is lower than expected for the size of the economy. For example, large, fast-growing BRIC nations fall below the line, suggesting that their range in global brand value relative to the size of their economies leaves significant potential for local brand growth.. China and India especially, have been encouraging brand development in their homeland, in recent years, a trend more advanced by COVID-19. As demand for these brands increases, nations will need to ensure that they are equipped to facilitate effective and efficient innovation to ultimately support the development of successful global brands.

Complete Ranking – Global Brand Value

Ranking Economy Punctuation
1 Hong Kong SAR        100.0
2 Switzerland          84.2
3 Sweden          76.8
4 United States of America          73.0
5 France          63.9
6 UK          60.0
7 Malaysia          57.0
8 Republic of Korea          56.3
9 Netherlands          55.1
10 Japan          52.5
eleven Germany        51.48
12 Canada        47.81
13 Singapore        47.51
14 Denmark        47.07
fifteen Luxembourg        46.64
16 United Arab Emirates        46.27
17 Mainland China        42.47
18 Saudi Arabia        40.15
19 Viet nam        36.20
twenty Jamaica        34.11
twenty-one Spain        33.29
22 South Africa        31.42
2. 3 Italy        31.33
24 Taste        29.49
25 Finland        29.37
26 Australia        28.64
27 Ireland        25.12
28 Norway        23.41
29 Thailand        22.94
30 Mexico        22.20
31 India        22.09
32 Belgium        21.15
33 Philippines        20.92
3. 4 Austria        18.35
35 Russian Federation        17.80
36 Kuwait        17.64
37 Chile        15.66
38 Portugal        15.63
39 Poland        13.79
40 Colombia        13.59
41 Czech Republic        12.95
42 Indonesia        12.87
43 Brazil        12.13
44 Turkey        10.90
Four. Five Togo        10.16
46 Israel          7.60
47 Romania          7.22
48 New Zealand          6.75
49 Morocco          6.27
fifty Senegal          5.67
51 Burma          5.49
52 Panama          4.86
53 Bahrain          4.79
54 Kenya          4.69
55 Sri Lanka          4.60
56 Zimbabwe          4.38
57 Argentina          4.19
58 Lao People’s Democratic Republic          3.82
59 Hungary          3.78
60 Oman          3.47
61 Lebanon          3.44
62 Georgia          3.26
63 Jordan          2.79
64 Peru          2.46
65 Slovenia          2.31
66 Nigeria          2.27
67 Cyprus          2.24
68 Ivory Coast          1.99
69 Pakistan          1.59
70 Ethiopia          1.50
71 Egypt          1.50
72 Kazagistan          1.28
73 Greece          1.19
74 Slovakia          1.14
75 Costa Rica          0.95
76 Bangladesh          0.89
77 Dominican Republic          0.84
78 Iran          0.69
79 Ukraine          0.46
80 Estonia              –  
80 Latvia              –  
80 Lithuania              –  
80 Serbia              –  
80 North macedonia              –  
80 Mongolia              –  
80 Moldova              –  
80 Armenia              –  
80 Belorussia              –  
80 Uruguay              –  
80 Bosnia and Herzegovina              –  
80 Albania              –  
80 Botswana              –  
80 Rwanda              –  
80 Kyrgyzstan              –  
80 Nepal              –  
80 Paraguay              –  
80 Trinidad and Tobago              –  
80 Ecuador              –  
80 Honduras              –  
80 Namibia              –  
80 Bolivia              –  
80 Tajikistan              –  
80 Cambodia              –  
80 Uganda              –  
80 Burkina faso              –  
80 Cameroon              –  
80 Algeria              –  
80 Zambia              –  
80 Mali              –  
80 Mozambique              –  
80 Benin              –  
80 Yemen              –  


About Brand Finance

Brand Finance is the leading independent, international consulting firm in brand valuation and strategy, with offices in 20 countries. We create bridges between the areas of marketing and finance. We provide clarity to marketers, brand owners and investors, when quantifying the financial value of a brand. For our experience in strategy; branding; market research; Visual identity; finance; tax aspects and intellectual property, at Brand Finance we support the client to make the right decisions that optimize the value of a brand and of the entire company by building bridges between marketing and finance.

Every year, the independent brand valuation consultancy Brand Finance values ​​the most important brands in the world.

The brand value equivalent to the net economic benefit the owner of a brand get from llegarla to license on the open market. On the other hand, brand strength refers to how the brand performs on intangible measures compared to its competition. More details on the methodology and terminology, as well as the definitions of terms can be found on our Brand Finance website .

Brand Finance collaborated in the development of the international standard on financial valuation of brands, ISO 10668, as well as in the recently approved standard on brand assessment, ISO 20671. Brand Finance is under the ICAEW regulations as a public accounting firm and is the first consulting firm in brand valuation to be part of the international committee on valuation standards, IVSC.

The Brand Finance methodology used in the preparation of the annual rankings of the most valuable and strongest brands in the world, is certified by the North American Council, Marketing Accountability Standards Board (MASB) and complies with the Marketing Metric Audit Protocol ( MMAP) of the organization.

The Cloud Journey of Porsche’s Customer Platform ‘My Porsche’

The Cloud Journey of Porsche’s Customer Platform ‘My Porsche’

My Porsche is a digital service platform for customers, fans, and enthusiasts. Marcus Voß, Adrian Föder, and their team are moving the platform to the cloud to deliver a seamless, personalized customer experience across all touchpoints and share their insights, failures and learnings of the My Porsche cloud journey.

The way that automotive customers interact with brands has changed, accompanied by a major transformation of customer needs and requirements. Today’s brand experience expands beyond the car and other offline touchpoints to include various digital touchpoints. Automotive customers expect a seamless brand experience across all channels — both offline and online.

One platform for every customer need: My Porsche

In order to meet these requirements, we brought My Porsche to life — a digital service platform for customers, fans, and enthusiasts that allows them to access exclusive content and take advantage of new functions and digital products and services. Users can for example check their vehicle status and schedule service appointments for their car, update their Porsche ID profile or chose their favorite Porsche Center.

At Porsche, currently, 17 product teams work on different features and modules for My Porsche, aiming to deliver a highly personalized customer experience across all touchpoints. A couple of years ago, Porsche realized that it was time to move My Porsche from Zuffenhausen-based servers into the cloud. In this post, we would like to take you with us on our My Porsche cloud journey. We are excited to share the unexpected difficulties and challenges as well as our learnings and insights of moving a customer portal into the cloud with you.

Getting Started: The My Porsche cloud journey

To begin with, why did we decide to move My Porsche to the cloud? The on-premise-to-cloud-infrastructure transition was motivated by two main factors:

Challenge #1: Worldwide presence without geo latency

Our cars are driven all over the world and the quality is the same everywhere. However, the My Porsche customer experience was not the same everywhere. Especially in locations far away from Zuffenhausen, it was far from optimal, since all services were hosted in Germany. As you can imagine, this resulted in performance issues and high loading times.

Challenge #2: Time to market

Our cloud ambitions were also motivated by the fact that we had to wait weeks to months for the provisioning of a server at that time, which most likely still was not fully ready by then: firewall, load balancers and more had each to be requested individually in ticketing systems and configured by specialized teams with long waiting times due to high load of those teams. Overall it took a lot of time — that was mainly spent waiting. And thus we needed a lot of time to generate business value.

Advantages of cloud computing: Fully automated infrastructure and dedicated control

Cloud computing offers many benefits. It can, for example, drastically improve performance and scalability, allowing us to improve customer satisfaction in every corner of the planet. This is due to many big cloud service providers offering data centers around the world. Another advantage of using the cloud is its self-service approach to consume cloud services via API: APIs provided by the cloud service providers allow a high level of automation, thus following the self-service approach that we strive for. In this combination we have been able to eliminate the waiting times, so we can commission a new server easily within seconds and at any given time. And in addition with repeatable same and high quality, e.g. configuration applied to the server. These kinds of offerings also make it possible for us to empower the teams by giving them their own space in the cloud, where they have full control over what happens. However, as we soon have learned, this newly gained control comes with new tasks and responsibilities.

Anyway, we were ready to kick-off the cloud journey. So let’s go!

On-premise to cloud migration gone wrong: Too much too soon

Securing a cloud provider was relatively easy. We chose AWS as a platform for our cloud infrastructure, and we have not regretted that decision once. The next step was to decide what applications and processes we needed to migrate. Particularly challenging was, e.g. secure access to the cloud, the new CI/CD systems, and the network design, i.e. how do the applications communicate with each other.

Together with our Cloud & Tools team, we started to build a blueprint, taking all the different aspects into account. And we thought we had a solid cloud migration strategy in place. Our plan was to finish this blueprint and roll it out across all teams — everything at the same time. So, we decided to go for it with a big bang! Back then, we thought that the transition process could not be that difficult. We said let’s do it. And we tried to move all of our teams to the cloud at the same time.

But that didn’t work out well.

After more than half a year, there was still not a single team in the cloud. We realized the migration process was not that easy after all and that there were many more unforeseen challenges to tackle than we thought.

The solution: Cloud deployment one step at a time

As a result, we updated our migration strategy. We said let’s focus and move only two teams at a time. We concentrated on a few key aspects: our edge component, Ping Access, and the vehicle-related services of the Portal Services team.

We sent two members from our Cloud & Tools team to each of the My Porsche teams. They would now be part of that team to follow two goals: achieve the go-live and, more importantly, empower and enable the team members. In parallel, they have finished the open parts of the blueprint. When the go-live had been achieved and enablement was completed, the My Porsche teams had to operate its applications and infrastructure on their own without the people from Cloud & Tools. This was something they didn’t have to worry about before — but new adventures bring new challenges with them.

One platform for every customer need: My Porsche

Improved customer experience and internal collaboration: Check

Finally, two My Porsche teams had successfully moved to the cloud in April 2018. We continued with two teams at a time each with two people from Cloud & Tools. But we learned that we had to adapt. As time went on, new technologies came to replace old ones. But more importantly, we learned that every team is different. Each team we worked with had slightly different needs and requirements. Besides a technological transformation, our cloud journey also became a cultural journey.

Today, the My Porsche cloud adoption rate is at roughly 75 percent — and rising: we strive for a full 100 percent cloud coverage. 14 out of 17 teams have migrated to the cloud. The worldwide distribution of our applications has sped uploading time, improving the overall My Porsche customer experience. A huge success!

In our next post, we’ll talk about the importance of cross-functional, dedicated teams and the concept of decoupled alignment. Many thanks to everyone who has been part of the My Porsche Cloud journey so far!

Katia Bassi Chief Marketing and Communication Officer of Automobili Lamborghini

Katia Bassi

Chief Marketing and Communication Officer of Automobili Lamborghini

Mrs Katia Bassi joined Automobili Lamborghini in September 2017 as Chief Marketing Officer and Board Member. She’s the first women ever to join Lamborghini board. Prior to this, Mrs Bassi joined Swatch Group in 1990 as Marketing Manager Tissot, before being appointed Marketing Director of Worldgem Group in 1999.

Katia Bassi Chief Marketing and Communication Officer of Automobili Lamborghini

Katia Bassi Chief Marketing and Communication Officer of Automobili Lamborghini

From 2001 to 2007 she lead the Ferrari Licensing Department, until her appointment on May 2007 as Commercial Director of FC INTERNAZIONALE SPA, the Italian football club founded in 1908 and commonly known as “Inter” for short.

From December 2008 she worked as Italy Country Director for the National Basketball Association (NBA).

In 2013 Katia Bassi joined AM Brands Limited and was Vice President Aston Martin Lagonda Limited and Managing Director AM Brands Limited.

Mrs Bassi holds a Bachelor of Political Science from University of Milan and a Bachelor of Law from Pavia’s University, two Master degrees in Business from Columbia University of New York and from University Bocconi of Milan and a Master degree in International Law from Harvard University.

Ricardo Guadalupe, 47, was appointed CEO of Hublot on January 1, 2012. This appointment has made him the designated successor to Jean-Claude Biver, who in turn is now Chairman of the Hublot Board of Directors. It also represents the culmination of an entire career in the Swiss watch industry, and 20 years of loyal collaboration with Jean-Claude Biver, collaboration that has yielded exceptional results, such as the rebirth of Blancpain and the incipient development of Hublot, two brands that rival the biggest names in watchmaking.


Ricardo Guadalupe, of Spanish origin, was born in Neuchâtel, Switzerland, on March 5, 1965, where he grew up, and carried out all his studies in this region known as the cradle of Swiss luxury watchmaking. After finishing his high school studies, already driven by the entrepreneurial spirit at that time, he decided to study at a Swiss Business School, before moving to California, United States, to take a course at the University of Los Angeles (UCLA). In 1988, at 22 years of age and with a university degree and a successful experience in the United States behind him, he decided to return to Switzerland to start his professional career. He chose the field of watchmaking, a passion that he had nurtured since his childhood in Neuchâtel.

His first steps were taken at Bulgari, as Head of Product. Already then Bulgari was a renowned company, but in terms of watchmaking it was just a small organization in Geneva. A dream opportunity to learn and address all aspects of the business: creation, design, production, acquisition, development of the distribution network, marketing … Together, these seven years allowed him to understand the product and the traditional aspect of the profession, and develop at the same time an aesthetic sensibility for design and creation, essential for the “Italian touch”. This allowed Ricardo Guadalupe to play a role in the development of the group’s future activities and its strategic move from Geneva to Neuchâtel.

In 1994, after a meeting with Jean-Claude Biver that would be decisive for his career, he encouraged him to join his Blancpain team. The brand had been acquired two years earlier by the Swatch Group. A rebuild process was required to restore functionality. The adventure promised to be exciting, and it represented a new opportunity for Ricardo Guadalupe to develop his entrepreneurial instincts. The experience was enriching, particularly in terms of technical knowledge about the movements, their creation, development and production. This is a key aspect of the profession. This was also the beginning of 20 years of loyal collaboration and friendship with Jean-Claude Biver. In 1997, he was appointed Director of International Sales and Marketing at Blancpain. In 2001, after eight years and more than 100 million in turnover, he left the company.

In 2001, armed with years of experience in diverse but complementary areas, and prepared to implement operating principles and high-performance work systems, he became an independent watchmaker consultant, and received an offer to develop Léonard watches. This represented the novel challenge of producing and positioning watch franchises in a new universe: fashion. He successfully launched and marketed several models in a highly competitive industry.

Three years later, in 2004, Jean-Claude Biver decided to take the reins of Hublot and called Ricardo Guadalupe to join him in this new challenge. The task at hand was extremely ambitious: in short, to revitalize the brand and launch a new development to go from a production of 90% quartz watches to 90% mechanical watches. He didn’t hesitate for a second. At that time, the brand created in 1980 had a small workforce of about 30 people and had a turnover of just 25 million Swiss francs. What happened next is well known: Jean-Claude Biver and Ricardo Guadalupe combined their talents and experience to make Hublot a success.

In just one year, in April 2005, they accomplished the incredible feat of launching a revolutionary chronograph: the Big Bang, perfectly in tune with the brand’s “Art of Fusion” concept. The watch, which was unveiled at the BaselWorld 2005 Basel Fair and received the “Best Design of the Year” award at the Geneva Watchmaking Grand Prix that same year, was an immediate success. The awards happened very quickly. Hublot received an injection of extraordinary dynamism, guaranteeing exceptional growth. Jean-Claude Biver and Ricardo Guadalupe were the engines that drove the rebirth of the brand. Taking into account its achievements, we could even speak of “birth”: firstly, the economic growth of the company, with a turnover increase in four years from 25 million to more than 200 million Swiss francs in 2008, when the brand was acquired by LVMH. But there has also been physical growth, with the inauguration in November 2009 of a new high-tech factory on the shores of Lake Geneva in Nyon, an event attended by Bernard Arnault. 6,000 m² have been devoted to the art of watchmaking, the creation and production of movements such as the UNICO, a column-wheel chronograph, and major horological complications such as the tourbillon, the minute repeater, the Antikythera movement, the Key movement. of Time, the LaFerrari (world record with 50 days of power reserve), etc. Eager to stay at the forefront of research into new high-tech materials and preserve its cutting-edge expertise, Hublot set up a foundry to produce Magic gold, a scratch-resistant 18-karat gold released in late 2011. That same year , Hublot acquired the Swiss company Profusion, specialized in the manufacture of carbon fiber components. In 2013, Hublot also presented the world premiere of a watch made of bright red ceramic.

In terms of marketing, the constancy and consistency of Jean-Claude Biver and Ricardo Guadalupe are as remarkable as their need to disrupt preconceptions. “You have to go where the potential customers are.” This strategy made him the first to bring a luxury brand to the world of football. In 2008, Hublot became the “Official Timekeeper” of the Eurocup. In another historic milestone, in 2010 the brand became the “Official Watch” and “Official Timekeeper” of FIFA and the World Cup ™ (the next in Brazil in 2014), after being chosen as “Official Watch” and “ Official Timekeeper ”of Ferrari. Two masterstrokes that gave Hublot enormous visibility on the world market.

Hublot has also created an exclusive club of friends and ambassadors that goes beyond sports, all of them legends in their respective fields, and with whom the brand collaborates closely on various charitable projects: Usain Bolt, the fastest man on the planet, the Bayern Munich, Juventus Turin, Ajax Amsterdam and Paris Saint-Germain, to name just a few in the world of football, as well as Ayrton Senna’s family with the Ayrton Senna Institute, the prestigious Oceanographic Museum of Monaco, chaired by SAS Prince Albert II of Monaco, Dwyane Wade and the NBA champion team Miami Heat, Kobe Bryant with the Los Angeles Lakers of the NBA, Maria Riesch and Dario Cologna of the ski world, or Depeche Mode and Jay Z in the musical field. The brand also supports polo and golf through competitions, since: “The connection comes from sharing. By not sharing, we lose. At Hublot we have been fortunate, and it is our duty to share part of that success ”.

With Jean-Claude Biver and Ricardo Guadalupe still at the helm, Hublot is also the first luxury brand to launch an online television service (Hublot TV), and it continues to explore revolutionary new interactive platforms. From a commercial point of view, the network of exclusive boutiques and authorized distributors has grown since 2007-2008 and currently has 750 points of sale and more than 70 exclusive boutiques in some of the most prestigious places in the world (Geneva, Place Vendôme from Paris, Madison Avenue in New York, Miami, Beverly Hills, Las Vegas, Cannes, Saint Tropez, London, Berlin, Munich, Moscow, Warsaw, Prague, Singapore, Shanghai, Beijing, Hong Kong, Dubai, Abu Dhabi, Kuala Lumpur , among other).

Anchored in the present and constantly evolving, at the forefront of new advances in technology and fundamental research of new materials, Hublot remains committed to traditional wisdom, creating watches that bear the mark of the most talented watchmakers. In this way, the brand represents the Art of Fusion between watchmaking culture and avant-garde technical development, between the past and the future … in the words of el Presidente de Hublot, Jean-Claude Biver, y del CEO, Ricardo Guadalupe: “no se trata de romper con el pasado, por el contrario, le rendimos tributo al conectarlo con el futuro”.

Amandio Pereira, CEO Covet Group

Luxury in interior design – Amandio Pereira, CEO Covet Group