Kroese Distinction Index, by Kroese brands & behaviour

KROESE DISTINCTION INDEX ®

White paperKroese Distinction Index ®


Identiteit: drivers of distinction

Vastgesteld wordt welke ‘eigenschappen’ van Greenberg Traurig samen het unieke karakter van het kantoor bepalen.

RecognitionInternational

focus

Track RecordAttitude

BringingSolutions

ProfessionalismAttractiveWorkplaceRE

PU

TAT

ION

D

RIV

ER

S

Growth

DIS

TIN

CT

ION

DR

IVE

RS

Mentality/ attitude &

energy

Customer orientation

Internal cooperation

Problem solving capacity

Creativity

DEFINE DISTINCTION IN THE MARKET

Every professional leader has a deeplonging to create a better organisation – and win in the marketplace!

Recognising the power of your organisation will help you turn that desire into energy, inspiration and a sustainable advantage in your market.


Brands and people are considered important drivers of success.

• research has shown that strong organisational cultures generate strong brands.

• strong organisational cultures are driven by strong identities.• brands that have a strong and clear identity are better capable

of creating meaningful and lasting relationships.’ - Jean-Noël Kapferer

If this is true, just a few questions…


• Do customers love our products and services?– or are we just an alternative?

• Is teamwork part of our success?– managing priorities or disagreement?

• Do we have many successful ideas?

• Are we strong in executing our plans?

• Are we innovative?

• How effective is our marketing?


Put in another way…

How distinctive are we?


Culture drives behaviour. Behaviour generates results.

BEHAVIOUR

CONTEXT

PERCEPTION/ATTITUDE

RESULTSWHAT IS THE

DIFFERENCE YOU INTEND TO MAKE?

I. How does our context influence the mindset and attitude of people involved?

II. Perception and attitude generate behaviour.

III. Behaviour generates results.

DISTINCTIVE BRAND?

Distinctive

(behaviour of)leadership

way of working

communication & environment

structure

cooperationcommitment

creativity

innovation

recognition

sales

image


Culture is the driver of distinction.

• Do you combat the fever or the disease? Most key performance indicators – such as market share, recognition, image – are mere symptoms.

• The driver of these results is the organisation and the way it solves problems and dilemmas. In short: its culture.


Kroese Distinction Index

FeaturesA key performance indicator, which depicts a company’s competitive strength in one figure.

It can be broken down to key parameters – internal and external - that define competitive strength and distinctiveness.

Thus, providing a valuable strategic instrument to effectively improve a company’s performance.

Benefits• a common understanding of:

the company’s or brand’s position on key performance indicators the organisation’s strength and ability to drive the brands distinction

• agreement on priorities for execution and most urgent issues• ingredients for a sound strategic plan and agreement on the

process


What is your distinction index?

BRANDING & MARKET COMMUNICATION

do they know us?

COMPETITIVE EDGE (KROESE DISTINCTION INDEX ®)

recognition

DIS

TIN

CT

ION

DR

IVE

RS

innovationsalesbrand image

do they prefer us? do they buy from us?

is our portfolio developing well?

BEHAVIOUR

do we feel involved?

internal leadershipcreativitycooperation

are we an effective team?

do we have enough successful ideas

are we making progress?


Kroese Distinction Index ®

Features• defines the extent to which an organisation and brand stand out

in their market(s) defined in 1 summary figure broken down into key parameters, internal and external, that define

competitive strength and distinctiveness

• it also depicts the relationships between Context, Attitude, Behaviour and Results

Thus, providing a valuable strategic instrument to effectively improve a company’s performance.



Delivery 1: knowledge and insight

• the relationship between the organisational context and the results the company gets

• a common understanding of: the company’s or brand’s position on key performance

indicators the organisation’s strength and ability to drive the brands

distinction

• insight in maturity of our way of working: are we busy being busy, or are we doing the right things?



Delivery 2: how to toss the frisbee!

• agreement on priorities for execution and most urgent issues

• ingredients for a sound strategic plan and agreement on the process

• ideas for interventions

• execution plan


Sample outcomes of analysis

DISTINCTION DRIVER

COMPANY TOTAL MATURITY UNIT I MATURITY UNIT II MATURITY UNIT III MATURITY

Recognition 6.0 2 5.4 3 8.0 2 4.6 1

Image 7.8 4 8.6 4 7.4 4 7.3 4

Sales 6.3 1 7.4 0 6.0 1 5.4 1

Innovation 6.8 0 6.0 1 7.2 0 7.1 0

Commitment 7.9 4 8.2 3 8.0 4 7.6 4

Cooperation 6.3 1 4.3 1 7.5 2 7.0 1

Creativity 6.8 2 7.5 2 6.0 2 6.8 3

Leadership 7.1 3 7.0 4 6.8 3 7.6 3

Distinction Index 6.9 6.8 7.1 6.7

• yellow cells depict areas that need special attention• based on tolerance set by customer (in this case: a score < 7.0 on a scale 1-10)• maturity on a scale of 1-5


Examples of results

Interpretation/result Possible solution/approachCommand & control style of leadership does not work anymore, it deters people

Set goals, inspire and help them, change internal environment and communication.

Our service stands out, but the market is not sufficiently aware.

Awareness campaign, PR, recognition events, referral strategy, online

Customers tend to love our products, but the quality of our customer relationships turns them off.

Inject customer focus in people, teams and the whole brand experience.

The ‘low hanging fruit’ is in improving our relationship management

• improve relationship management• internal ‘customer focus program’• reinforce account management• improve operational excellence

There is not enough ‘WOW’ in the experience of our company’s products and services

Lack of motivation hampers cooperation…, we do not seem to have the enthusiasm or spirit to go the extra mile

• leadership program • inspirational program aimed at broad based

support: (re)define market approach

We are rich in ideas, but poor in execution, losing focus in meetings and internal discussions (‘management of disagreement’)

• KDI provides priorities• team building and (possibly) team

reorganisation• social innovation


Client: Contact:

Date: 12 Maart, 2009Consultant: Theo Kroese, Jan van de Poll

KDI: Kroese Distinction Index

Illustrative figures. For demonstration purposes only

Assessment structureFour questionnaires divided in 14 dimensions

Actual Maturity LevelsThe 7 respondents from Division 1compared on all 4 questionnaires

ImprovementscenarioMoving ‘Perception & Attitude’

to Maturity Level 3

Maturity Level

Maturity Level

DendrogramSignificant disagreement in Division 1 on improving on ‘Perception & Attitude’

Division 1 > Perception & AttitudeScore Type: Planned

Shortage

Waste

Waste

One overall score

Management SummaryColumn- & Row totals plus KPIs

3.0

Methodology nominatedfor the ICT-prize of theEuropean Community

Kroese Distinction Index

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Stacked HistogramShows how respondents plan to improve. Compare with top-down priorities to identify areas of waste or under-investment.

Examples of Output


More info…

www.kroese-bb.com

Kroese brands & behaviour bv

Handelsweg 59e

1181 ZA AMSTELVEEN

THE NETHERLANDS

[email protected]

Stand out…sustainably!

http://www.kroese-bb.com/

mailto:[email protected]

Kroese Distinction Index, by Kroese brands & behaviour

Business

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