Creating a brand that is strong enough to drive greater financial returns requires a deep understanding of three core areas; the same three areas around which we engage with our clients. And tying them all together are business performance, the common metric we use to cut across and integrate everything we do, and provide the platform for bridging between the softer emotional appeal of brand and the hard realities of financial returns.
What does your brand and your company stand for now? And what should it stand for to drive higher brand impacts on market value? We have a suite of engagements built on the BAV model for answering those questions:
- Brand assessment and positioning
- Brand relationships: architecture, partnerships, and sponsorships
- Brand valuation, elasticity, and growth scenarios
- Brand planning, activation, and organizational alignment
- Brand competition and white space analysis
For a brand to have an impact, it must be built on creating a relationship with customers. In BAV terms, that means understanding both their potential value and the cost of connecting with them.
- Target prioritization, valuation, and potential.
- Touchpoints analysis and use.
- Communications, brand, social media, and elites+B2B management and tracking
- Qualitative and ethnographic listening
- Funnel analysis and optimization
Key to competitive advantage is reading the broader cultural context more incisively than the competition, so that everything your brand does, makes, and says creates the kind of relevant differentiation that translates to stronger business returns.
- Trends analysis
- Insights to drive innovation in products, services, and business models
- Opinion leader exploration and monitoring
- Cultural anthropology
- Listening panels
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