The third phase provides bespoke tools, specific to the company and to the industry, and concerns:

  • Operational Marketing.
  • Sales Organization and the Distribution Network Assessment.
  • Operation Assessment.

During the third phase, the unique and distinctive personality of the brand is created.

Operational Marketing

The ability of building a strong brand and managing it, in order to play a major role among the competition, is one of the most necessary and challenging issues in business.

Everything in the company contributes to create the brand, from small details such as the attitude of the receptionist, to the long-term strategic decisions of the top management.

Nevertheless, some specific activities constitute the necessary basis of good branding:

  • Definition of the Corporate Identity
  • Creation of a Corporate Identity Manual
  • Corporate, Brand, Product Image
  • Catalogues, Internet Site and other Below-the-line Tools
  • Advertising
  • Exhibitions

Definition of the Corporate Identity

The most important aspect is coherence: the corporate identity must be eye-catching, easy to remember, easy to manage on the media and, above all, coherent with the image and the positioning that the Company has or wants to achieve.

Creation of a Corporate Identity Manual

The C.I.M. collects all the rules for the Corporate Identity’s use, in a systematic approach: compliancy to the C.I.M. is one of the pillars of brand building.

Corporate, Brand, Product Image

Often, the below-the-line communication represents the first impact of the Company to its potential customer and the continuation of the relationship relies on this first impact: therefore, serious care must be paid to this tool, in both content and graphic design.

Assessment of the Sales Organization

The assessment of the sales organization concerns both, the internal sales force and the dealers’ network.

Relevant aspects examined are the market partition among the sales executives, the front and back office activities and the dealers’ profiles.

Specific attention is paid to the contract between the company and the dealer and the bonus policy.

If needed, the sales organization assessment supports the decision process branch-rep. office-dealer.

Assessment of the Operations

The assessment of the operational activities mainly aims to reach a stable level of quality of the manufacturing output.

In general, a stable quality is obtained through few but crucial checkpoints in the manufacturing process.

What this phase does is:

  • To identify the key quality points of the product
  • To identify which activities control these key quality points
  • To identify the controls due on the material in entry
  • To identify the controls due on the finished product

If needed, the assessment of the operations focuses the opportunity of investments in automation (in terms of payback time, new economical lot of production, new manufacturing organization), in order to contain the incidence of labor cost on the product and control the quality stability.