When conducting a brand audit, the simplest models often work the best – BCG’s Growth-Share matrix, a SWOT analysis, an organizational chart. These models work because they distill tons of information, identify what’s important and are easy to grasp.
The health of a brand needs to be critically maintained and managed if it’s to contribute sustained value to customers and brand owners over the long term. Of the many tools available for brand owners and managers to assess the well being of their brands, the brand audit is the most widely used and misunderstood.
When brands reach the tipping point where sales begin to slide because customers no longer resonate with the brand’s value proposition, it’s time to put your finger on the pulse of your brand and determine the long-term outlook for brand health.
More thoughts on brand audits and auditors. Brand auditors must go far beneath the surface to assess the strength of an organization’s mission and vision and the strength of its brand’s essence, promise, and personality (especially in relationship to the organization’s stakeholders’ perceptions of the organization). As part of the process, the auditor should investigate how congruently each of the following groups or sources articulate or manifest these organizational and brand attributes:
Last week I began taking a closer look at brand audits. Picking up the topic again today, you can expect a qualified brand audit company to investigate the following areas of brand management:
