Brand Quiz

1.	Our customers say we make them feel special?	yes no

	At Inside The Brand we believe brand is not about slogan’s, image, logo’s or physical symbols. It’s all about how your customers feel. Do they FEEL positive, valued, excited, stimulated, respected….when they come into contact with your people or your products. If they don’t, then how does your brand work for you?

2.	We attract new customers through word of mouth: our reputation precedes us?	yes no

	At Inside The Brand we believe brand is not about slogan’s, image, logo’s or physical symbols. It’s all about how your customers feel. Do they FEEL positive, valued, excited, stimulated, respected….when they come into contact with your people or your products. If they don’t, then how does your brand work for you?

3.	Everyone in the business understands what our brand stands for?	yes no

	Do your employees believe in the brand? Do they feel pride for the company, the products, the people? If they don’t then like a house of cards, things fall apart quickly. Strong brands become so, because at their heart they have obsessive people, who believe in what they are doing. This passion spills over into great service and the virtuous circle has begun.

4.	Our internal processes and policies are consistent with the brand values?	yes no

	At Inside The Brand we believe your internal processes need to be hard-wired to your brand values. One reinforces the other. The brand values can seem intangible. What makes them real are the tangibles processes that reinforce them.

5.	We treat our people in a way that reflects our brand values – every day?	yes no

	At Inside the Brand we believe that what you do, counts for more than what you say. Talk is cheap. If your brand values matter, then they should be reflected in how you treat your people. What happens inside your business, fuels what happens outside your business – the customer experience.

6.	Our managers have the skills, the inclination to coach, share feedback, and manage performance, and get the best from their teams?	yes no

	At Inside the Brand we believe that behaviours shape an organisation’s culture. The way people treat each other, work with each other and challenge each other, can make or break a brand. If behaviour matters, then managers should spend time in coaching and sharing feedback - With one single aim. Changing the wrong behaviours and reinforcing the right behaviours.

7.	People who perform well but don’t live the brand values are managed out of the business?	yes no

	At Inside the Brand we know that successful organisations are not afraid to make some tough choices. Are we prepared to tolerate the high performers who are a rule unto themselves? You get what you tolerate. So if you tolerate brand values being compromised, in the name of “meeting goals and meeting my targets”, then you have a choice. Deal with it or ignore it. The latter will have some seriously negative consequences. People know that management pay lip service to brand values.

8.	The senior team work from one hymn sheet, where they champion the brand values and live the brand values?	yes no

	Senior managers live in a glass fish bowl. Their behaviour and tone sets the agenda for their functions and business units – whether they like it or not. So if you have a silo approach, ‘turf wars’, internal competition, doing what’s right for my business unit – then brand values of ‘collaboration’ and ‘trust’ begin to sound empty, hollow, worthless.

9.	Your approach to recruitment, induction and succession planning reinforces the brand values?	yes no

	The way your attract people, develop them and promote them says a lot about what is important to your business. Do you assess attitude and behaviour or technical competence? Both are important, yet one is easier to assess and measure than another. So do you bust a gut to measure attitude and behaviour, or side step it?

10.	Everyone in the business knows their role in supporting and enhancing the brand values?	yes no

	The way your attract people, develop them and promote them says a lot about what is important to your business. Do you assess attitude and behaviour or technical competence? Both are important, yet one is easier to assess and measure than another. So do you bust a gut to measure attitude and behaviour, or side step it?