Enter your rating from 1 to 5 below. The meaning of each imperative can be easily accessed by clicking on its title.
Now generate your chart and go to step 3 to receive your PDF report.
Now fill in your details below and submit to receive an email with your PDF report. For the avoidance of doubt, there will be no follow up communication from 'THE Strategic Brand' team except if you explicitly request one.
step 4 - your interpretation & Plan
Far from THE Strategic Brand to suggest a standardized feed back here, as it would be both badly incomplete and most likely wrong. However, here are a few criteria and / or questions which you might want to consider while reviewing your assessment:
Overall score
Providing first a broad sense of your 'Organisation' brand strength as a ‘Strategic Brand’.
Your total scores for your 'Organisation' brand is : 0 out of 70
Please refer to the following simple diagnostic scale to guide your analysis:
High-level diagnosis on the basis of scores
An above 60 score - 4.3 average - represents a world-class brand, subject to not having low individual imperative scores (ref. next section). Your main priority is to maintain this strength level.
An above 49 score - 3.5 average - represents a strong or very strong brand. It nevertheless requires a strategic plan to become a true Enduring Strategic Brand
A below 49 score can’t be considered representing a Strategic Brand and guides towards various levels of plans, ranging from systematic brand review and enhancement to complete reinvention.
High-level diagnosis on the basis of benchmarking
If your brand is above a 55 score, congratulations and you are in quartile one.
Second quartile is between 55 and 49, well correlated with ‘strong’ brand, although not yet a Strategic Brand
The strongest density of brand scores falls between the 44 to 49 scores making up the third quartile.
The fourth quartile is for brands with scores under 44 – 3.1 average and require a strong intervention.
Individual imperative review
Do you have Imperatives scores of 1 and 2? Consider this as a weakness and/or a risk. A deep dive into the root causes and possible remediation for this (these) individual imperative(s) would be highly advised.
Do you have Imperatives scores of 5? These are jewels and a deep dive into what makes up this exceptional performance would help consolidate them. Please also test if this advantage is leveraged appropriately.
Do you have Imperatives scores of 3 or 4? They should be reviewed and analysed, as they carry both the opportunity of upgrade and risk of downgrade. Individual plans should be drawn for those imperatives of particular importance to the organisation’s value creation model.
Sub-system imperative review
Equally important is to run the analysis combining selections of imperatives, as guided by the scores. Let’s use a couple of examples as a mean of illustration:
Would you have strong scores - 4 or 5 - for ‘clarity of purpose’, ‘culture born & authentic’, ‘people led & people leading’, ‘strategy guiding’; and relatively low ones - 3 or less - on ‘functional & emotional’, ‘future embracing’ and ‘high value & driving value’? You are probably an extraordinarily coherent functional 'Organisation' brand, but with an insufficiently perceived differentiation and a significant risk of disintermediation or obsolescence.
Would you have strong scores - 4 or 5 - for ‘connected’, ‘customer centric’ and ‘high value & driving value’; and relatively low ones - 3 or less - on ‘partnering’, ‘rigorous & disciplined’ and ‘crisis resilient’? You are probably a remarkably perceptive and appealing 'Organisation' brand but with major risks and vulnerabilities over time when you might disappoint and ‘the charm’ ceases to operate.
We hope these indications on the brand diagnostic help your thinking and of course to form plans towards a resilient Enduring Strategic Brand. Please let us know if you would value a next level exchange on the findings, where we can notably use our extensive ‘Strategic Brand’ benchmark.
Many thanks for using the Strategic Brand assessment tool.