Stratejik yönetim muhasebesi kapsamında marka değerleme ve Hiroshi yönteminin katılım bankalarında uygulanması

Abstract

In recent years, competitive conditions have increased in the market due to the changes in technology, economy, enterprises' production systems and customer demands and expectations. Due to the increase in competition conditions, enterprises have to take into account some competitive factors in order to gain a competitive advantage against each other. One of the factors of competitiveness is the ‘brand/trademark’ concept. The concept of brand, which is a part of the intangible fixed assets of the enterprises, has become an important concept in terms of businesses and customers. Hence, enterprises have been willing to determine the value of this brand concept which has become increasingly important in time. In this respect, some brand valuation methods have been put forward in order to meet this expectation of enterprises in the field of strategic management accounting. The Hiroshi method, which was also named as METI model and developed as a result of the studies conducted by the Ministry of Economy, Trade and Industry in Japan under the direction of Y. Hiroshe, is one of these brand valuation methods. In this study, Hiroshi method, one of financial valuation methods, has been applied in order to determine the brand value of participation banks operating in Turkey. In this context, brand valuation is made with the help of the financial data covering the years 2013-2017 of Albarakaturk, Kuveytturk and Turkey Finance Participation banks operating in Turkey. In the analysis results, customer loyalty and awareness of Turkey Finance Participation Bank are more than Kuveytturk Participation Bank, but the potential of Kuveytturk Participation Bank’s creating brand value is higher than that of Turkey Finance Participation Bank. When the relevant parameters are evaluated as a whole, the brand value of Kuveytturk Participation Bank has been found to be higher than that of Turkey Finance Participation Bank.