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BRAND AUDIT TABLE V1.

1 COMPANY VIEW
HIGH LEVEL STRATEGIC ALIGNMENT Component Co po 'te St 'te)!c A(!)nment Desc !pt!on Describes where the firm is going, how it will get there, and who the firm is. "#est!on Ans$e e% Are we aligned in terms of resources and direction with the overall corporate direction?

&'cto s Vision Mission Business Sustainability Brand Strategy Mar eting !b"ectives

Imp(!c't!ons Brand alignment assures that the brand is supportive of the overall direction of the firm Brand misalignment is an indication that the brand is wor ing at cross purposes to the direction of the firm

COMPETITION Component Compet!t!on Desc !pt!on #dentifies those firms which offer brands similar to ours in the eyes of the customer. "#est!on Ans$e e% $ow do our brands compare to our competitors? %hat is the potential for competitive differentiation?

&'cto s Brand Architecture Brands Differentiation Mar et &ersonality &ositioning Segments

Imp(!c't!ons 'nderstanding how the brand compares to the competition is important as it provides guidance for our brand strategy in terms of the directions to ta e.

BRAND Component B 'n% Desc !pt!on Describes the nature "#est!on Ans$e e% #s the emphasis on

&'cto s Brand $ouse

Imp(!c't!ons 'ncoordinated architecture is an

A c*!tect# e

of the relationship between different brands. Defines the purpose of the brand in the eyes of the company.

the individual brand(s) or a master brand? %here does the brand fit into the overall mar eting strategy?

$ouse of Brands

indication that some of the brands may not be properly supported

B 'n% St 'te)+

*ash *ow *orporate Distinguisher +ighter +lagship Strategic *o,Driver Driver -ndorser -.tension #ngredient Sub Brand *hannel *ommunications *ustomer Service 0ogo &ac aging &rice &roduct %ebsite

A poor brand strategy fails to properly support branding and mar eting investments &oor branding strategy fails to signal the view of the brand by the firm Definition of the role of the brand serves to indicate its relative contribution to e/uity and assists in allocating resources and naming. A poorly defined role is indicative of a poor overall brand strategy 'nderstanding the touch points of the brand for the customer is essential to understanding the customer1s view of the brand.

B 'n% Ro(e

Describes the function of the brand with respect to other brands.

%hat role does the brand play?

To#c* Po!nts

Are the points at which the customer comes into contact with the brand?

%here does the customer come into contact with the brand?

MAR,ET Component C#stome Desc !pt!on Defines the customer "#est!on Ans$e e% %ho is the &'cto s

Imp(!c't!ons 2he better the definition of the

profile.

customer?

customer the more precise the mar eting efforts to support the brand

M' -et

Defines the total group of potential customers for the brand.

%hat is the potential for the brand?

Accessible Buying &ractices #dentified Maturity 0evel &rofiled Sufficient 2rends Beahvioural Demographic 3eographic #nterest based &sychographic *oncentrated Differentiated 'ndifferentiated

-ffective mar et definition serves to indicate the potential for the brand and supports mar eting investment decisions &oor mar et definition fails to identify the brands potential and leads to potential misallocation of mar eting resources Strong segmentation assists in the development of the mar eting communications and mar eting investment allocations for the brand Strong targeting assists in the development of the mar eting communications and mar eting investment

Se)ment't!on

%hat mar et segments have been identified for the brand?

%hat are the characteristics of the different customers for the brand?

T' )et

#dentifies which customers to focus on within the mar et segments.

%hat customers represent the most value for the brand?

BRAND SUPPORT STRATEGY C e't!.e St 'te)+ Describes the overall approach %hat are the ey points to promote with respect to the brand? %hat are we going to say and where are we going to say it?

0in ed to positioning statement *reation 3overnance &ublication

Misalignment of the creative strategy with the brand strategy results in ineffective mar eting communications 0ac of proper content management can lead to dissolution of the brand message

Content St 'te)+

#dentifies the sub"ect matter and tools for use in content development related

to the brand. MEASURMENT Component Desc !pt!on Measures used to evaluate the effectiveness of current brand strategy. "#est!on Ans$e e% $ow are we doing with regard to managing the brand?

&'cto s #mage #mpact Mar et Share &rofitability 4evenue

Imp(!c't!ons Measuring brand parameters provides an indication as to the success of the brand management efforts

Met !cs

CUSTOMER VIEW
Component Pe son'(!t+ Desc !pt!on #dentifies the characteristics associated with the brand. "#est!on Ans$e e% $ow does the customer view the brand?

&'cto s *ompetence -.citement 4uggedness Sincerity Sophistication (Based Aa er Model)


Imp(!c't!ons Alignment of the firms view of the brand personality with that of the customers is one indication of effective brand management Misalignment conversely indicates a disconnect between the firms brand management and the customer 'nderstanding as to the decision criteria allows for the mar eting efforts to be aligned with the decision criteria and support the brand 2he more differentiated the brand is from the competition the stronger its1 positioning in the eyes of the customer

Dec!s!on C !te !'

!n what basis will purchasers of the brand ma e their decisions? Describes how we are different from the competition.

$ow do customers decide to buy our brand?

*onvenience -motional +unctional &rice Valuable 4are #mitatible

Compet!t!.e D!//e ent!'t!on

%hat ma es the brand uni/ue?

!rgani5ed (V4#! Model)

&oor differentiation means that customers fail to see the value in our brand positioning potentially leading to commodity status Strong positioning serves to help differentiate the brand in the mind of the customer %ea positioning leads to commoditi5ation

Pos!t!on!n)

Describes where we want the brand to be in the minds of the customer.

$ow do we want the mar et to perceive the brand?

Brand +it *redibility *ustomer 4elevance Sustainability 'ni/ueness Brand lin s shared *ontent preferred

In/(#ence s

#dentifies who are the outside individuals or groups that have power with respect to the brand?

%ho else is defining the brand?

4ecogni5ing that control of the brand rests largely with the customer understanding who influences the customer, and in what manner, assures that the firms mar eting efforts are not counter to those of the customer *ommunities tied to brands have a powerful voice in determining what the brand stands for ma ing it imperative to understand their view of the brand and align with it. Measuring brand e/uity provides a high level valuation of the mar eting efforts to support the brand

Comm#n!t!es

Defines the profile for the groups associated with the brand.

%hat communities are associated with the brand?

*ontent preferred

E0#!t+

#dentifies the perceived value of the brand.

%hat is the brand worth?

Brand #magery Brand &erformance *ustomer +eelings *ustomer 6udgment

&rominence 4esonance