1.

HSBC

Hsbc, originally known as the hong kong and shanghai banking corporation limited, was established in 1865 to
finance the growing trade between china and the united kingdom.over the years, the bank has pioneered many
modern banking practices in different country.for example, it was the first bank in Thailand and printed the
country’s first banknotes.during the early 20th century , hsbc issued significant loans to several national
governments, including china, which helped finance projects such as its railway development. The bank was
also a key player reestablishing hong kong’s economy after world war II. By the end of 20th , it had acquired
numerous companies in hopes of implanting a “three-legged stool” strategy; the three legs represented a
foothold in the united kingdom,the united states, and asia. Hsbc continued to grow around the world for many
years, and by the early 21st century. It was the secondlargest bank in the world.
Hsbc has successfully grown its business under single global brand and for years kept the tagline “the world’s
local bank”. The aim was link its huge international size with the close relationships it nurtures in each of the
countries in which it operates. Sir john bond, hsbc’s former chairman, said, “our position as the world’ local
bank enables us to approach each country uniquely, blending local knowledge with a worldwide operating
platform.”
Hsbc launched one global campaign titled “different values,” which embraced this exact notion of
understanding multiple viewpoints and different interpretations. Print ads showed the same picture three times
with a diffrent interpretation in each. For example, an old classic car appeared with the words freedom, status
symbol, and polluter. next to the picture the copy read, “the more you look at the world, the more you realize
that one person values may be different from the next”. In another of print ads, the world accomplishment is
first shown on a picture of awoman winning a beauty pageant, then an astronaut walking on the moon, and
young child tying his sneaker. The copy read, “the more you look at the world,the more you realize what really
matters to people.” Tracy britton, head of marketing for hsbc bank, usa, explained the strategy behind the
campaign; “it encapsulates our global outlook that acknowledges and respects that people value thingsin very
different ways. Hsbc’s global footprint gives us the insight and confident in helping people with different
values achieve what’s really important to them.”
Hsbc revised its business strategy in 2011, consolidating in underperforming markets and investing in growth
markets and business. As a result,it made a stratergic shift in its branding effort,moving away from the familiar
“world’s local brand”message and introducing “hsbc helps you unlock the world’s potential.” Hsbc hoped to
communicate how it connects local business to the economy and, ultimately, how it focuses on the business
elements that effect the world of the future. Chris clark, hsbc’s marketing director, explained that the new ads
and campaign “ are symptomatic of a shift from pure brand-led advertising to amore product-driven approach.”
In one television ad, a young girl and her father set up a lemonade stand advertising lemonade for 50 cents. As
customers passing by scramble to find a few quarters,the girl explains(in a different language) that she accepts
other global currencies, including hong kong dollars and Brazilian reals.the voiceover says,”at hsbc we believe
that in the future even the smallest business will be multinational.” The ads were meant to make consumers feel
reassured about banking with hsbc. in a corresponding print a, a lemonadestand sign displayed the cost of a
glass as 50 cent,0.4 europe, and 3 yen. The copy read,”whether you trade in dollars, euros or reminbi, global
markets are opening up to everyone. At hsbc we can connect your business to new opportunities on six
continents-in more than 90 currencies.”
Hsbc has traditionally focused much of its advertising in airports but also sponsors more than 250 cultural and
sporting events, with a special concentration on helping youth, growing education, and embracing
communities. These sponsorships allow the company to learn from different people and cultures around the
world.
The bank has gained insight into how to target consumer niches with unique products and services.for
example, it found a little-known product area growing at 125 percent a year: pet insurance. Hsbc now
distributes nationwide pet insurance to its depositors through its hsbc insurance agency. in Malaysia,it offered a
“smart card” and no-frills credit cards to the underserved student segment and targeted high-value customers
with special “premium center” bank branches.
Today, hsbc remains one of the largest banks in the world, with four global business: retail banking and wealth
management, commercial banking, global banking and markets, and global private banking. It serves 60 million
customers through 6,600 branches in 80 countries and earned $22.6 billion, according to
interbrand/businessweek global brand ranking.

2. Harley Davidson

Harley-davidson, a u.s brand synonymous with beautiful motorbikes, inspires many to own customized bike
with iconic engine. Today the brand is sought after not only in the united states but globally too. What explains
its wide global acceptance, and the strong sense of brand loyalty among Harley-davidson motorbike owner?
Harley-davidson dealers, ranging from the ceo to the sales staff, maintain personallzed relationships with
customers through face-to-face and social media contact. Knowing customers as individuals and conducting
ongoing research to keep with the changing expectations and experiences helps Harley-davidson to define its
customers’needs better.
Current customers have told Harley-davidson management to keep the identity, look, and sound of the
motorcycles because they are unique. Globally, customers accept the u.s. brand image as it stands. When
customers’ views are heard and accepted by management, customers develop greater brand loyalty, creating an
extraordinary customer experience that is unique and valuable. Buying a Harley allows owners to express their
individualism and freedom, connect with friends, and share a sense of comradeship through the activities of
h.o.g., the company-sponsored Harley owner group and riding club. Owners of new Harley-davidson
motorbikes enjoy free h.o.g. membership in the first year. If renewed, members can enjoy various discounts and
benefit.
Examples of events and activities that are sponsored by independent dealerships, such as Harley-davidson of
Singapore, can range from short rides and major destination rides, to local charity events. H.o.g. members are
also invited to events, such as new model launches, and riders’ appreciation rights. Dealers in each country
support h.o.g. members and foster positive bonding relationships among members and other dealers.
In Singapore, for instance, a community of friends rides Harley-davidson motorcycles with a passion. “we ride
‘em, and we have lots of fun! And we’ve been doing it since 1996 in Singapore.” “to ride and have fun” is a
motto that all h.o.g. chapters around the world follow. Riders associate riding with other owners as a time of
bonding that conveys the image of freedom and adventur.
Membership in h.o.g. has increased. Now not only men but women, children, and families are a part of h.o.g.’s
many and varied group outings and activities. Harley-davidson has developed a strong brand image and
consumers appreciate it even more by experiencing it firsthand. The desire to be associated with the Harley-
davidson brand is strong because it is linked to an aspirational lifestyle.
Thera are more than 2,000 h.o.g. members in malaysia alone, with around 500 active riders. The southest asia
Harley owners group (sea hog) organizes rallies and rides as well as charity events. In rate 2013, a two-day
event followed by a five-day riding tour attracted 800 owners to celebrate the 110th anniversary of the brand.
Some h.o.g. members around the world ride in rallies every Sunday, rain or shine, displaying a strong sense of
loyalty to the Harley-davidson brand. In hong kong, h.o.g. members include professionals, like doctors, lawyers,
accountants, pilot engineer, movie stars, and business executives. Their participation shows the strong brand
loyalty among Harley-davidson owners and strong desire to be engaged in h.o.g. members’ activities.
Proactive in people development, Harley-davidson shares company values, philosophy, and brand experience
with its staff and provides effective communication to its independent dealers. Professional training by
members of the Harley-davidson university in the u.s. encourages consistent service at every dealership. Thus,
Harley-davidson’s employees around the world can be confident about providing the genuine Harley-davidson
experience. Satisfied employees deliver outstanding services that generates sustainable customer and brand
loyalty, positive word of mouth, and ultimately higher company sales.
To remain competitive, Milwaukee-based Harley-davisdon has started to enlarge its customer base and
successfully connect with new, younger riders by way of social media applications, such as facebook and
twitter. Engaging relationships have been established with young adults who form a large part of its global
followership. Important feedbackthat Harley-davidson’s strong brand name remains appealing to the younger
audience is encouraging.
 Harley-davidson also makes in-person connections with potential riders at music festivals by using
dynamometers to create an interactive experience called jump start, which allows novice or non-riders an
opportunity to feel what it’s like to ride a Harley-davidson.
In 2008, it became the leading manufacturer of motorcycles to sell to customers younger than 34 years without
changing the products to drastically or lowering its prices. Harley-davidson merely modified some design
elements for its dark custom series of motorcycles which consists largely of existing Harley-davidson
motorcycles but with flat black paint, much less chrome, and toned-down styling. It potrayed its heritage
message of freedom, uniqueness, individuals expressions, and shared experience as recognized by older
customers.

3. Mcd

Mcdonald’s is the world’s leading hamburger fast-food chain with more than 34,000 restaurants in 119
countries. More than 80 percent of mcdonald’s restaurant are owned and operated by franchisees, which
decreases the risk associated with expansion and ensures long-term tenants for the company. Mcdonald’s
serves 70 million people each day and promises an easy and enjoyable food experience for its customers.
Mcdonald’s corporation dates back to 1955 when ray kroc, a multi-mixer salesman, franchised a hamburger
restaurant from the mcdonald brothers. Kroc named it mc Donald’s and offered simple foods such as the famous
15-cent hamburger. He helped design the building, which featured red and white sides and a single golden arch
that attracted local attention. Just 10 years late, mcdonald’s had expanded to more than 700 u.s. restaurants,
and the brand was on its way to becoming a household name.
During the 1960s and 1970s, kroc led mcdonald’s growth domestically and internationally but always
reinforced the importance of quality, service, cleanliness, and value. The menu expanded to included iconic
items such the big mac, the quarter pounder, the happy meal, filet-o-fish, and breakfast items like the egg
mcmuffin. The company ramped up its advertising as well. To target its core audience-children and families-it
introduced Ronald mcdonald during a 60-second commercial in1965. Soon, characters lik grimace, the
hamburger, mayor mccheese made their debut in mcdonald’s advertisingand helped lure children into its
restaurants for familiar food and a fun experience.
In 1974, mcdonald’s opened the Ronald mcdonald house, charitable cause to help children cause to help
children with leukemia. Since then, it has expanded into a global effort called Ronald mcdonald house that
consists of three major programs: Ronald mcdonald house, Ronald mcdonald family room,and Ronald
mcdonald care mobile.
Mcdonald’s aggressively expanded overseas during th 1980s by adding locations throughout Europe, asia, the
Philippines, and Malaysia. However, this rapid growth led to many struggles during the 1990s and early 2000s.
the company lost focus and direction as it added as many as 2,000 new restaurants a year. New employees
weren’t trained fast enough or well enough, which led to poor customer service and dirtier restaurants. In
addition, new healthier-opinion competitors popped up such as subway and panera bread.
Consumers’ tastes and eating trends also started to change in the early 2000s, and mcdonald’s new food
offerings failed on many fronts. Products launches like pizza, the arch deluxe,fajitas, and deli sandwiches did
not connect with consumers, not did tweaks to the current menu like multiple changes to the big mac special
sauce. Jim skinner, mcdonald’s former chief executive, explained, “we got distracted from the most important
thing: hot, high-quality food at a great value at the speed and convenience of mcdonald’s.”
In 2003s, mcdonald’s implemented a strategic effort called the plan to win. Still in effect, the plam helped
mcdonald’s restaurants refocus on offering a better, higher-quality consumer experience rather than aquick and
cheap fast-food option. Its “playbook” provided strategic insight on how to improve on the company’s 5 ps-
people, products, promotions, price, and places- yet allow local restaurants to adapt to different environments
and cultures. For example, mcdonald’s introduced a bacon roll breakfast sandwich in the united kingdom, a
premium m burger in france, and an egg, tomato, and pepper mcpuff in china. Prices also varied slightly across
the united states to better reflect different regional tastes.
Some changes that initially helped turn the company around included offering more chicken options as beef
consumption started to decline, selling milk in a bottle instead of a carton, and removing “super size” options
after the documentary “super size me” targeted mcdonald”s and its link to obesity. The company responded to
customer”s desire for healthy foods with premium salads and apple slices instead of French fries in its happy
meals. Its also dismissed claims of “mystery meat” by introducing all-white-meat mcnuggets.
Many of these healthier options targeted moms and changed a premium price. Meanwhile, mcdonald’s
targeted teenagers and its lower-income consumers with the introduction of the 1 dolar menu. The company
improved its drive-thru service, added more snacks options, and refurbished restaurants with leather seats,warm
paint colors, wifi, and flat-screen TVs.in many locations it created three difrent “zones”that fit the needs of each
target audience: a linger zone with comfortable sofas where teenagers could hang out and socialize, a family
zone with tables and chairs that could easily be reconfigured, and a efficient zone for consumers who neede to
grab a quick bite and go.
Initial results were staggering; from 2003 to 2006, revenues increased 33 percent and share price soared 170
percent. In 2008, mcdonald’s was one of only two companies in the dow jones industrial average whose share
price rose during the worldwide recession. Sales continued to increase, and in 2012, mcdonald’s experienced
record revenues of $27 billion.
Today, mcdonald’s increases its consumer base through global growth and product expansion. For example,
the successful introduction of mccafe directly targeted consumers in the booming coffee industry and stole
share from companies like starbucks, dunkin’ donuts, and caribou coffee. It is a good example of how
mcdonald”s works to appeal to new cosumers and aims to stay relevant through the years. Its current campaign
“im lovin it,” seems to connect with mcdonald’s large consumer base and keep them coming back again and
again.

4.p&g

Procter & gamble (p&g) began in 1837 when brothers-in-law William procter and james gamble formed a
small candle and soap company. Over the next 150 years, p&g innovated and launched scores of revolutionary
products with superior quality and value, including ivory soap in 1882, tide laundry detergent in 1946, crest
toothpaste with fluoride in 1995, and pampers disposable diapers in 1961. The company also opened the door to
new product categories by acquiring a number of companies, including Richardson-vicks (makers of personal
care products like pantene, olay, vicks), Norwich eaton pharmaceuticals (makers of pepto-bismol), Gillette,
Noxell (makers of noxema), shutton’s old spices, max factor, and the lams pet food company.
Today, procter & gamble is one of the most skillful marketers of consume-packaged goods in the world and
holds one most powerful portfolios of trusted brands. The company employs 121,000 people in about 80
countries worldwide, has 25 billion-dollar global brands, spends more than $2 billion annually on r&d, and has
total worldwide sales in excess of$84 billion a year. It sustained market leadership rests on a number of
different capabilitiles and philosophies. These includes:
Customer knowledge: p&g studies its customer-both the end consumers and its trade partners-through
continous marketing research and intelligence gathering. It spends more tha $100 million annually on more than
10,000 formal consumer research projects and generates more than 3 million consumer contacts via its e-mail
and phone center. The company also encourages its marketers and researchers to be out in the field, interacting
with consumers and retailers in their home environment.
Long-term outlook: p&g takes the time to analyze each oppoturnity carefully before acting. Once committed,
the company develops the best product possible and executes it with the determination to make it a success. For
example, it struggled with Pringles potato chip for almost a decade before achieving market success. Recently,
p7g has increased its presence in developing markets by focusing on affordability, brand awareness, and
distribution through e-commerce and high-frequency stores.
Product innovation: p&g is an active products innovator. The company employs 1,000 sciene PhDs, more than
Harvard, Berkeley, and mit combined, and applies for roughly 3,800 patents each year. Part of his innovation
process is to dvelop brands that offer new consumer benefits. Recent innovations that created entirely new
categories include febreze, an odor-eliminating fabric spray; dryel, a products that helps “dry-clean” clothes at
home in the dryer; and swiffer a cleaning system that effectively removes dust, dirt and hair from floors. Larry
Huston, former innovation officer at p&g, stated, ‘p&g is largely a branded science company.”
Quality strategy: p&g designs products of above-average quality and continuously imoproves and reformulates
them. When the company says “new and improved,” I means it. Recent examples include tide pods, a compact
laundry detergent tablet; pamper rash guard, a diaper tat treats and prevent diaper rash; and improved two-in-
one shampoo and conditioner products pantene, vidal sasscon, and pert plus.
Brand extension strategy: p&g produces its brands in several sizes and forms. This strategy gains more shelf
space and prevents competitors from moving in to satisfy unmet market needs. p&g also uses its strong brands
names to launch new products with instant recognition and much less advertising outlay. The mr. clean brand
has been extended from household cleaner bathroom cleaner and even to a carwash system. Old spices extended
its brand from men’s fragrances to deodorant. Often, p&g will leverage the technologies already in place to
create a brand extension. For example, when crest successfully extended its brand into a new tooth-whitening
system called crest whitestrips, the company used bleaching methods from p&g laundry division, and glue
techniques from the paper division.
Multibrand strategy: p&g markets several brands in the same products category, such as luvs and pampers
diapers and oral-b and crest toothbruse. Each brand meets a different consumer want and competes against
specific competitors’ brands. At the same time, the company is careful not to the sell too many brands and
recently reduced its vast array of products, sizes, flavors, and varieties to assemble a sronger brand portfolio.
Strong sales forces: p&g’s sales forces has been named one of the top 25 sales forces by sales & marketing
management magazine. A key to its success is the close tie its sales force forms with retailers, notably walmart,
the 150-person team that serves the retail giant works closely with walmart to improve both the products that go
to the stores and the process by which they get there.
Manufacturing efficiency and cost cutting: p&g’s reputation as agreat marketing company is matched by its
excellence as a manufacturing company. The company has successfully developed and continually improves its
production operations, which keep coats among the lowest in the industry. As a result, it is able to offer reduced
prices for its premium products.
Brand-management system: p&g originated the brand-management system, in which one executive is
responsible for each brand. The system has been copied by many competitors but often with p&g’s success.
Recently, p&g modified its general management structure so that a category manager runs each brand category
and has volume and profit responbility. Although this new organization does not replace the brand-mangement
system, it helps to shrapen strategic focus on key consumer needs and competition in the category.
P&g accomplishment over the past 177 years have come from successfully managing the numerous factors
that contribute to market leadership. Today, the company’s wide range of products are used by 4.8 bilion people
around the world in 180 different countries.

5.Phlips

Royal Philips electronics, established in 1891, is one of the world’s largest electronics companies and one of
the most respected brands. Anton and Gerard philps started Philips & co. in 1891 in Eindhoven, the Netherlands
by manufacturing carbon filament lamps. Their firm eventually evolved into a global company and today
employs a workforce of 116,000 around the world. A market leader in medical diagnostic imaging, patient
monitoring systems, energy-efficent lighting solutions, and lifestyle solutions for personal wellbeing. Philips
manufactures more than 50,000 products across 100 countries, in which it also operates sales and service
outlets. In 2014, the film reported sales of around $30.97 bilion. It offers product content and support in 100
countries and in over 35 languages. With global outreach and products in many areas, Philips needs to develop a
borderless style of brand management to solidify its reputation as a global brand. The company has
experimented with many different ways of doing this.
The branding of Philips started when anton Philips created a logo for the company by using the initial letters of
Philips & co. the word Philips also appeared on the glass of its metal filament lamps. In 1898, postcard
showing a variety of dutch national costumes were used as marketing tools , with the letters of the word Philips
printed in a row of lightbulbs at the top of every card. In 1926, Philips introduced a symbol that featured waves
and stars. The waves symbolized radio waves, and the stars represented the evening sky through which those
radio waves travel. In 1930, the waves and stars were endosed in a circle as part of the design. To avoid legal
problems with owners of well-known circular emblems and to find a trademark that would be unique to Philips,
the company eventually created a shield including the circle and work mark, which it has used consistently
since the 1930. However, marketing and advertising have varied across products. Between 1930 and 1995, all
advertising and marketing campaigns were carried out at the product level, on a local market basis. The
company thus found itself running many different marketing campaigns at once, and not allowing for a global
representation of the company.
Between 1970 and 1995, philps also faced tough competition from up an-and-coming Japanese electronics
companies, which cut into its market share. Because they had large automated plants, the Japanese companies
were able to flood markets with inexpensive comsumer electronics. This required Philips to close its less
profitable factories and start creating larger and more effective units. The company also close its business units
in defense and home appliances that were not directly related to its core business. To reduce costs, it began
sharing its r&d expenses with other large corporations, including at&t and Siemens ag.
Philips has always been known for its technological prowess and ability to innovate. It is credited with the
introduction of innovative products, including the radio, audio cassette, video cassette recorder (vcr), compact
disc(cd), and digital video disc (dvd). However, simply being able to use technology in new and innovative
ways was not enough for the company. It wanted to become a global brand and champion the idea that
technologywill improve people’s lives.
For this purpose, Philips initiated a new branding campaign, “let’s make thing better,” that emphasized
improving people’s live through technological solutions. The company rolled the campaign out globally in all
markets and related the campaign to all its product. This also brought the whole company together, gave
employees a sense of belonging, and provided a unified company look for an external audience. The
campaign’s primary objective was to help Philips connect with people, and in this endeavor it was successful.
Nonetheless, the management team was concerned that the campaign did not convey the design excellence or
technical superiority of its products.
To identify the perceptions consumers had, Philips undertook a market research study of more than 1,650
consumers and 180 companies, who were customers of Philips around the world. It also undertook research
among 26,000 respondents to measure the brand equity. Focus groups and questionnaires helped to (a) identify
and test new routes for moving the philips brand going forward, and (b) enable the company to better
understand its current market position. The results showed that consumers believed they could “ rely on phlips’
products,” and that company did live up to its promise of making things better. The company also discovered
that its core target group consisted of well-educated and affluent decision makers between 35 and 55. This
group typically disliked the unnecessary hassle often created by new technology and valued simplicity and
effiency in all fields. Its members wanted technology that could get the job done without drawing attention to
itself, and were put off by the need to read and understand complicated manuals before trying out their new
purchases.
Philips acted on this information by rebranding itself again: the new campaign was called *sense and
simplicity.* The emphasis shifted to the benefits of technology without the hassle of understanding the
technology, and this strategy still characterizes everything Philips does and reflects the market-oriented nature
of the company, that is, everything is designed to meet customer needs and consumer insights. The “sense and
simplicity” campaign was based on three premises – first, products are designed around the consumer, second ,
they are easy to experience; and third, they are advanced.
Philips continues to develop new products based on these three premises, and communicates its brand position
through advertisement that target the core group with relevant and interesting content. The new brand
positioning has proved to be a success. In 2014, the company realized a 5 percent growth in total brand value in
interbrand’s annual ranking, its 11th increase in as many years. In 2004, before the launch of the new campaign,
the estimate of total brand value was $4.4 bilion; by 2014, it had more than doubled to $ 10.264 bilion.

6.samsung

Korean consumer electronics giants Samsung has made a remarkable transformation since its founding in 1938.
Originally created as an exporter of dried Korean fish, vegetables, and fruits, the company evolved into a
provider of value-priced commodity products during the 1970s and 1980s that original equipment
manufacturers (oems) sold under their own brands. When samsung’s founder passed away in 1987, his son kun-
hee lee succeeded him and restructured the company with yhe goal of becoming one the world’s top electronic
companies.
 Samsung initially focused on volume and market domination rather than profitability. During the asian
financial crisis of the late 1990s, other Korean chaebols of conglomerates collapsed beneath a mountain of debt,
but Samsung took a different approach. The company cut costs and refocused its vision on product quality,
complete customer satisfaction, and manufacturing flexibility. This revolutionary strategy allowed its consumer
electronic products to go from project phase to store shelves within six month. Samsung invested heavily in
innovation, and many of its product-from semi-conductors to lcd screens-gained significant market share and
became industry leaders in their respective categories. The company also focused intently on its memory chip
business, which established an important cash cow and made it the largest chipmaker in the world.
Samsung continued to pour money into r&d during the 2000s, budgeting $40 bilion for 2005-2010 alone.the
company made innovation one of its higher priorities and emphasized its importance through extensive training
and recruiting.as a result, it introduced a wide range of electronic products under its strong brand umbrella.
Samsung also partnered with longtime market leader Sony to create a $2 bilion state-of-the-art LCD factory in
south korea and signed a milestone agreement to share 24,000 basic patents for components and production
processes.
Today, Samsung is a global marketer of premium-priced, Samsung –branded consumer electronics such as
smart phones, flat-screen tvs, digital cameras, batteries, digital appliances, and semiconductors.the company’s
high-end smart phones and cell phones are now its growth engines, leading to a steady streamof innovations
including the first cell phone with an MP3 player, the first blue-ray disc player, and the first smartwatch.
Samsung’s success has been driven not only by successful product innovation, but also by aggressive brand
building. The company has spent billions of dollars in marketing over the past decade, including sponsoring the
Olympics since 1998 and running several global ad campaigns themed “imagine,” “quietly brilliant,” and “ men
are idiots,” all of which included brand messages such as “technology.” “ design,” and “ human sensation.”
In 2005, Samsung surpassed sony in the interbrand ranking for the first time, and it continues to outperform
sony today.
Samsung faces competitors in several different industries, including google and apple. However, the company
is unique because, unlike rival firms, it has become a global leader in making both the components for
electronics products and the actual devices sold to consumers. It controls virtually everything in the smart phone
supply chain, from the chips to the screen, while apple has to cutsource these products. As a result, Samsung
can keep costs low, create many products for many needs, make design changes quickly, and introduce new
products at an unusually fast pace. The company recently passed apple as the number-one player in smart
phones.
With record sales of $327 bilion in 2013 and more than 275,000 employees worldwide, Samsung continues to
work toward its goal of earning $400 bilion in revenue by the year 2020.