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INTRODUCTION
How to complete this Survey.
The Best Practice Assessment is a review of capability within the business against 5 levels of capability, ranging from a Basic Level (Level 1) to a Best Practice Level (Level 5). The Best Practice Assessment covers 4 Modules: 1. Brand Marketing, 2. Innovation, 3. Marketing and 4. Customer.
You are rating your organisation’s capability in the Marketing Module. Each Module has a series of Components including Strategy, Insights, Process, Measures and People. For each question you are asked to rate your Organisation’s capability against that particular Practice, against the 5 Levels of Capability that are defined.
Please choose the Practice Level that accurately reflects the capability your organisation currently has or operates at.
You are also asked to rate the impact for your Organisation of having Best Practice Capability (Level 5) within the business, for each respective Practice.
Once again, 5 choices are available from Impact Rating 1 - Minimal Impact to Impact Rating 5 - Game Change.
You have the option of adding any comments you feel add context to the ratings you provide on either the Level selected or Impact rating chosen. Questions 1 & 2 are mandatory, question 3 is optional.
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* 1. Strategic Business Plan
The extent to which the Strategic Business Plan* is communicated to the Marketing Team in a way that provides direction for strategic brand planning
The strategic Business Plan is the 3-5 year blueprint that defines how the TOTAL BUSINESS UNIT will (a) Become more profitable (b) Improve its competitive position (c) Efficiently distribute/utilise the shareholder value created. Typically it would include a small number of strategies that remain reasonably consistent over time.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 2. Alignment of Business Plans
The extent to which your Business, Marketing, Marketing and Customer plans are developed as one strategic process, and a fully integrated with each other, so that all functions are aligned to the same business goals.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 3. Strategy Consistency
The extent to which Brand strategies are horizon planned (short, medium and longer term) and guide our shorter and longer term Brand activities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 4. Tactics Consistency
The extent to which your marketing strategies drive all planning and tactical activities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 5. Marketing Centricity
The extent to which your marketing thinking is built from an assessment of the wider category*, ensuring the potential to drive category growth** as well as brand competitive advantage
*thinking total beverages not carbonated soft drinks **e.g. through higher dollar value per consumption occasion, new users or new usage
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 6. Competitor Strategies
Our Brand Planning process explicitly articulates our knowledge of major competitors brand strategies, their anticipated actions and our contingency reactions to them
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 7. Brand Portfolio Strategy
The extent to which you have a Brand Portfolio Strategy which defines clear portfolio roles* and gives direction for key Brand strategy development and executional priorities** and guidelines
*Is the way this brand contributes to the overall goal and defines expectations of performance, where it will and will not ‘play’ and levels of investment>
**e.g. will only be promoted during the 2 seasonal market low points and never under $x
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 8. Investment Allocation
The extent to which you utilize your Brand Portfolio Strategies to plan your investment of time and resources to maximize effectiveness
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 9. Investment by Strategic Imperative
The extent to which your business sets explicit investment budgets to ensure the company as a whole meets its big marketing goals*, allocating investment across its brands appropriately
*strategic imperatives are the bigger companywide marketing priorities e.g. ‘drive impulse consumption across the portfolio”
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 10. Resource Review
The extent to which you allocate business resources (people, financial) to brand activities in line with the expected scale and return*, continually reviewing priorities and addressing resource constraints and bottlenecks
*Ensuring for example that larger but longer term projects progress as well as short term “easy win” initiatives
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 11. Championing of Brands
The extent to which the Executive Team* are passionate advocates of your brands both internally and externally. This is demonstrated by active involvement and support of Brand Plan content, approval and execution
*MD’s Direct reports
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 12. Change Approval
The extent to which senior management demand consistency of brand messages and marketing strategy and act as gatekeepers for any changes to strategy, portfolio roles, brand positioning and communication
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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L1 Significant changes to brand strategies , are left to line marketing managers who can change them as they see fit
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L2 Significant changes to brand strategies , require only marketing management approval, and changes are only made where there is a brand value benefit substantiated by objective fact
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L3 Significant changes to brand strategies , require senior management approval, and changes are only made where there is a brand value benefit based on collective judgment
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L4 Significant changes to brand strategies , require senior management approval, and changes are only made where there is a brand value benefit substantiated by objective fact
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L5 Significant changes to brand strategies , require senior management approval, and changes are only made where there is a brand value benefit substantiated by new insight, objective fact and the benefit quantified
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 13. Cross Functional Development of Marketing Strategy
The extent to which the cross functional* organization in engaged in marketing and brand strategy development
*category, sales, finance, operations and supply chain
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 14. Marketing Leadership
The extent to which marketing is driven by the need to meet consumer needs more effectively and is expected to take the leadership role and spend a high proportion of its time on consumer oriented activity
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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STRATEGY SUMMARY
Direction Strategic business plan Alignment of business plans Strategy consistency Tactics consistency Marketing centricity Competitor strategies
Prioritisation Brand portfolio strategy Investment allocation Investment by strategic imperative Resource review
Leadership Championing of brands Change approval ross functional development of marketing strategy Marketing leadership |
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| Improvement Opportunities | | |
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* 15. Consumer Fact Base
Our brand planning process incorporates objective measures for consumer trends, behavioural* and attitudinal** measures and is trackable over time
*Behavioural measures gauge what consumers and shoppers actually do, how much of what they consume when, etc.
**Attitudinal measures gauge what consumers and shoppers think, feel and believe about a brand, e.g. this is healthy, innovative, the best quality, expensive but worth it.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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L1 Our brand planning process incorporates predominantly subjective or out of date measures for consumer trends, current consumer positioning, behavioral and attitudinal measures.
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L2 Our brand planning process incorporates a mixture of subjective and objective measures for consumer trends, current consumer positioning, behavioral and attitudinal measures and is partially trackable over time
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L3 Our brand planning process incorporates objective measures for consumer trends, current consumer positioning, behavioral and attitudinal measures within the categories we supply and is partially track able over time
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L4 Our brand planning process incorporates objective measures for consumer trends, current consumer positioning, behavioral and attitudinal measures beyond the categories we supply and is partially track able over time
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L5 Our brand planning process incorporates objective measures for consumer trends, current consumer positioning, behavioral and attitudinal measures beyond the categories we supply and is track able over time
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 16. Consumer Segmentation Model
The extent to which you utilise a segmentation* model of consumer needs/occasions and the extent to which this model is leveraged to create competitive advantage.
e.g. Usage and Attitudes/needs/Motivation study
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 17. Quality of Insight
The extent to which consumer information is transformed into insight* and the extent to which this insight forms the catalyst for a targeted change in consumer behavior.
*An understanding of consumer needs or motivations that can be applied to change consumer behavior and unlock growth
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 18. Application of Insight for Growth
The extent to which consumer insight* is central to the development and measurement of marketing strategies and consumer facing activity**
*insight: An understanding of consumer needs or motivations that can be applied to change consumer behavior and unlock growth
**consumer facing activity: e.g.: Advertising, Packaging, Promotions, NPD, Experiential, Social etc.
***Activity development and evaluation process: The process by which new activity is developed pre in market execution and tracked post market execution.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 19. Creative Performance
The extent to which consumer insight / consumer response is leveraged in creative evaluation pre or in market and the extent to which the process allows modifications to optimize creative performance pre or in market
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 20. Packaging Research
The extent to which consumer and shopper insight is leveraged in packaging development and assessment, and the extent to which a process is consistently applied
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 21. Shopper Understanding by Channel/ Customer
We have a comprehensive* understanding of the shopper in each of our core channels and customer. This enables us to develop insight based strategies targeted specifically to these channels and customers
*Mission, Occasion, channel, Customer based framework
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 22. Purchase Decision Hierarchy
The extent to which your research has defined a shopper Purchase Decision Hierarchy* for your category and how much this contributes to Sales and Marketing strategies
*The Decision Hierarchy is typically used as a means of determining the key category dimensions relevant to shoppers and their decision making. This aids in-store layout segmentation for the category, plus general marketing planning, e.g. NPD, packaging.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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INSIGHT: SUMMARY
Consumer Consumer Fact Base Consumer Segmentation Model Quality of Insight Application of Insight for Growth Creative Performance Packaging Research
Shopper Shopper Understanding by Channel/Customer Purchase Decision Hierarchy
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| Improvement Opportunities | | |
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* 23. Situation Analysis
The extent to which the marketing team stay up to date with the latest developments in the category and use this understanding to inform existing and future launches
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 24. Brand Knowledge
Each of our brands have well documented brand history and learnings* that are captured and accessible to all of Sales and Marketing
*The learnings will assess how brands will or will not respond to different stimuli, including historic ROI assessments
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 25. Robust Strategies
Our planning process ensures we deliver clear direction via a short list of high impact, well defined strategies
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 26. Robust Tactics
The planning process ensures that appropriate tactics are selected to deliver the chosen strategies
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 27. Integrated Business Planning (S&OP)
The extent to which integrated business planning (S&OP) leads to a joint owned accurate number, with good understanding of cause and effect together with remedial actions
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 28. Proposition Consistency
We have clear guidelines for all aspects of our marketing mix* to ensure consistent representation of our brands to their customers in a way that accurately matches our brand proposition
*e.g. advertising, pack design, web, point of purchase, etc.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 29. Strategic Management of Pricing
The extent to which your business manages shelf and promotional pricing to ensure optimal brand and portfolio profitability and category value creation
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 30. Effective Agency Briefing
The extent to which you achieve effective brand programs* through a consistent collaborative briefing process
*includes advertising, public relations, packaging, sales promotions, point of sale, shopper marketing, social media programmes, etc.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 31. Communications Channel* Selection*
The extent to which communications channels (including digital and social media) are selected on their ability to reach sufficient numbers of consumers, the effectiveness in delivering the activity objectives, and the efficiency of the channel mix.
*This refers to any vehicle which delivers the message to consumers, including but not limited to; Traditional media, Digital, PR, Events, Sponsorship, Social, Experiential etc.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 32. Social and Digital Media
The extent to which social and digital media is integrated into your media planning
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 33. Social and Digital Media Resources
The extent to which you have moved resources (people and $) to deliver into social and digital media
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 34. Point of Purchase
The extent to which you achieve high penetration in market execution that delivers brand strategy and performance objectives
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 35. Project Management Tools
The extent to which you have explicit (e.g. live projects Work in Progress summary) methods for managing the program of initiatives for the business and each brand, and these methods include line management signoff
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 36. Brand Planning Tools and Processes
We have a set of tools and processes that provide a uniform and rigorous approach to brand planning
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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37. Business Performance Reporting We have software and/or analysts that facilitate issues based analysis of continuous data (e.g. retail scan, consumer panel or brand health). Regularly received data is reported in pre-prepared analyses formats)*
*e.g. price relative to category average and brand share rather than just price level
Please choose the response that most closely fits your assessment of the current status. KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 38. Brand Performance Monitoring Tools
We have software and/or analysts that facilitate issues based analysis of continuous data (e.g. retail scan, consumer panel or brand health). Regularly received data is reported in pre-prepared analyses formats*
*e.g. price relative to category average and brand share rather than just price level
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 39. Agency Selection
We select our agency partners (including insights, creative, media, etc. using a systematic approach to ensure optimum fit for our needs and best outcomes
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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PROCESS SUMMARY
Planning Situation analysis Brand knowledge Robust strategies Robust tactics Sales forecasting process
Execution Proposition consistency Strategic management of pricing Effective agency briefing Communication channel selection Social and digital media Social and digital media resources Point of purchase
Enablers Project management tools Brand planning tools and processes Business performance reporting Brand performance monitoring tools Agency selection |
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* 40. Brand Performance Scorecard
The extent to which brand performance is reviewed against financial, consumer behavior, affinity and attitudinal KPI’s, and the extent to which individual initiative KPI’s are laddered up to deliver overall brand KPI’s.
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 41. Product Quality
The extent to which your desired brand product delivery is tracked and measured against market benchmarks with your target consumers
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 42. Marketing/Brand Profit and Loss Statements
The extent to which your business understands the true profitability* created by each of your brands and continually monitor this to optimize brand and portfolio profitability
*P&L to trading profit based on ‘activity based costing”. ABC costing is the allocation of all activities as a cost to each project
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 43. SKU Profit and Loss Statements
The extent to which your business understands the true profitability* created by each of your brands by SKU and continually monitors this to optimize SKU profitability
*P&L to trading profit based on ‘activity based costing”. ABC costing is the allocation of all activities as a cost to each project
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 44. Performance Reviews and Actions
The extent to which each brands performance is reviewed by the Brand Manager with the Marketing director and/or the Executive Team with agreed actions tracked and implemented
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 45. Financial Performance Gap Management
The extent to which your business assesses shifts in profit and volume performance and has strategies on hand to correct adverse gaps in performance
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 46. Return on Investment
The extent to which marketing investments are planned with a detailed return on investment analysis and an understanding of the impact on brand value*
*Brand value is the valuation of the brand as the NPV of future profit flows (i.e. as an asset)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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MEASURES SUMMARY
KPI's Brand performance scorecard Product quality Marketing/brand profit and loss statements SKU profit and loss statements
Management Performance reviews and actions Financial performance gap management Return on investment |
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| Improvement Opportunities | | |
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* 47. Project Management
Each Brand Manager develops the initiative project plan* with their team to ensure team alignments and responsibilities by person by task. This is confirmed and agrees with the Brand program leader and changes are negotiated with them
*Includes the agreed budget, timing, people time allocations outcome, sequence of activities (critical path)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 48. Defining Responsibilities
Roles and responsibilities are clearly defined for achieving marketing goals*, including how they impact all business functions to achieve effective cross functional working**
*Consumer research, advertising development, NPD, etc.
** The organisation understand clearly how all functions work together to achieve marketing goals effectively
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 49. Accountability
The extent to which individuals within the Marketing team feel accountable for delivery of the Key Performance Indicators in their Brand plans
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 50. Competency Framework
The extent to which you have defines the required competency levels for each role in the marketing function and are able to identify development needs for individuals necessary for progressing
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 51. Skill Audits
The extent to which you have annual skills audits that include objective assessment techniques (e.g. reviews of actual work examples, interviews by specialists), and the extent to which specific skill levels are expected for an individual’s current role and the next role up in the hierarchy
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 52. Cross Functional Working
The extent to which your functions work together in executing Marketing and responding to the ad-hoc marketing issues (issues that arise outside of plan)
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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* 53. Speed of Action
The extent to which you are able to collate the right information and convene the right people to make strategic decisions and take action quickly to exploit market opportunities
Please choose the response that most closely fits your assessment of the current status.
KEY: L1 Not Undertaken, L2 Basic Activity, L3 Developed, L4 Advanced, L5 Best Practice |
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Please rate the potential impact each practice could have on your results if you were at L5 (Best Practice) for the previous question.
KEY: 1 Minimal Impact, 2 Noticeable Impact, 3 Competitive Edge, 4 Step Change, 5 Game Change
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PEOPLE SUMMARY
Organisation Project management Defining responsibilities Accountability Competency framework Skill audits Cross functional working Speed of action |
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| Improvement Opportunities | | |
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