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| IBOPE | |
|---|---|
| Name | IBOPE |
| Type | Private |
| Industry | Market research |
| Founded | 1942 |
| Founder | Aurélio de Figueiredo |
| Headquarters | São Paulo, Brazil |
| Area served | Latin America |
| Key people | Eduardo Oinegue, José Luiz Pimenta de Figueiredo |
| Products | Audience measurement, public opinion polling, market intelligence |
| Employees | 3,000+ |
IBOPE is a Brazilian market research and public opinion polling firm founded in 1942 that became a major provider of television audience measurement, political polling, and consumer research across Latin America. The organization developed proprietary audience metrics used by broadcasters, advertisers, and regulators, and engaged with media companies, advertising agencies, and governments in countries including Argentina, Chile, Colombia, and Mexico. Over decades it interacted with global firms and institutions such as Nielsen Holdings, Kantar Group, Ipsos, AC Nielsen, and regional broadcasters like Globo, Televisa, and TV Azteca.
The firm was established in the 1940s during the presidency of Getúlio Vargas and expanded through the military regime years alongside institutions such as Rede Globo and RecordTV. In the 1970s and 1980s it introduced audience panels comparable to methodologies used by Nielsen and Roper Center clients, while engaging with Brazilian electoral cycles involving figures like Juscelino Kubitschek, João Goulart, and later Luiz Inácio Lula da Silva. During the 1990s and 2000s it navigated economic reforms tied to administrations of Fernando Henrique Cardoso and interacted commercially with conglomerates such as Grupo Globo and Grupo Abril. The 2010s saw strategic partnerships and competition with multinational research groups including Kantar Group and Ipsos while operating in markets influenced by trade blocs like MERCOSUR.
The organization structured divisions for media research, public opinion, and market intelligence, with regional offices in capitals such as Buenos Aires, Santiago, Bogotá, and Mexico City. Its corporate governance included executive directors and board members who liaised with industry associations like ABERT and advertising bodies similar to CENP and ANA (Association of National Advertisers). It maintained technical partnerships with technology providers referenced by broadcasters and platforms such as Globosat, Telefônica Brasil, and content distributors analogous to DirecTV and Comcast affiliates. Human resources included statisticians, field supervisors, and survey methodologists connected to academic centers like the University of São Paulo, FGV, and PUC-SP.
Methodologies drew on panel-based telemetry and diary techniques comparable to systems used by Nielsen Media Research and institutions like the Pew Research Center. The firm deployed people meters, household panels, and telephone and online surveys to measure television ratings for networks such as SBT and Band; it adapted to digital metrics amid platforms like YouTube, Netflix and streaming services owned by corporations like Amazon. Sampling strategies referenced statistical theory from scholars linked to Stanford University, University of Chicago, and Massachusetts Institute of Technology, and employed weighting and calibration methods used by polling organizations such as Gallup and Pew Research Center.
Operations spanned Latin American markets including Peru, Ecuador, Uruguay, and Central American states where local media landscapes featured players like Televisa in Mexico and Caracol Televisión in Colombia. The firm negotiated measurement contracts with national broadcasters, cable operators, and advertising agencies influenced by multinational clients such as Procter & Gamble, Unilever, The Coca-Cola Company, and PepsiCo. It navigated regulatory environments in countries with media authorities comparable to ANATEL and interfaced with regional economic institutions such as Inter-American Development Bank for research collaborations.
Criticism arose around sampling coverage in favelas and informal settlements compared with standards advocated by demographers at United Nations agencies and studies from World Bank analysts. Media stakeholders and political actors occasionally disputed rating shifts during electoral campaigns involving politicians like Jair Bolsonaro and Fernando Collor de Mello, mirroring controversies seen with other firms such as Kantar and Nielsen. Debates involved transparency of weighting procedures akin to disputes that affected polling organizations after events like the 2016 United States presidential election and methodological criticisms voiced by scholars affiliated with Oxford University and Harvard University.
Research findings informed commercial decisions by broadcasters such as Rede Globo and advertisers including WPP networks and contributed to academic studies at institutions like Universidade Estadual de Campinas and Pontifical Catholic University of Rio de Janeiro. Its audience metrics shaped programming strategies for soap operas and telenovelas competing with works from creators linked to Emmy Awards and influenced advertising buys by multinational agencies including Omnicom Group and Publicis Groupe. Polling results influenced political coverage in outlets like Folha de S.Paulo, O Globo, El País and affected regulatory debates similar to those presided over by policymakers in state legislatures and municipal governments.
Category:Market research companies