KROESE DISTINCTION INDEX ®
White paperKroese Distinction Index ®
KROESE 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.
KROESE DISTINCTION INDEX ®
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…
KROESE DISTINCTION INDEX ®
• 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?
KROESE DISTINCTION INDEX ®
Put in another way…
How distinctive are we?
KROESE DISTINCTION INDEX ®
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
KROESE DISTINCTION INDEX ®
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 ®
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
KROESE DISTINCTION INDEX ®
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 ®
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.
KROESE DISTINCTION INDEX ®
Kroese Distinction Index ®
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?
KROESE DISTINCTION INDEX ®
Kroese Distinction Index ®
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
KROESE DISTINCTION INDEX ®
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
KROESE DISTINCTION INDEX ®
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
KROESE DISTINCTION INDEX ®
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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Perception &Attitude
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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
KROESE DISTINCTION INDEX ®
More info…
www.kroese-bb.com
Kroese brands & behaviour bv
Handelsweg 59e
1181 ZA AMSTELVEEN
THE NETHERLANDS
Stand out…sustainably!
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