Mod 2 Marketing - Template

L1 The Strategic Business Plan is non-existent or not communicated through the business.

L2 Parts of Strategic Business Plan are communicated but usually ad-hoc and/or after brand plans are prepared and this information usually provides some direction for tactical activity.

L3 The Strategic Business Plan is usually communicated after the brand plans are prepared but provides some direction for tactical activity.

L4 The Strategic Business Plan is communicated prior to the brand plans are prepared and this information usually provides some direction for tactical activity.

L5 Strategic Business Plan is communicated prior to the brand plans being prepared and provides clear direction for strategic brand planning.

L1 Our business plans are developed separately and we try to link them afterwards

L2 Our business plans are developed in separate functional processes with some limited consideration of each other

L3 Our business plans are developed in separate functional processes and teams but with extensive cross functional communication.

L4 Our business plans are developed in the same strategic process but with separate functional teams and extensive cross functional communication.

L5 Our business plans are developed in the same strategic process with cross functional engagement and are aligned and integrated.

L1 We develop and review only short term tactical plans for core brands

L2 We develop and review 12 month strategies for core brands and these only partially direct our brand activities

L3 We develop and review 12 month strategies for core brands and these mainly direct our shorter term brand activities

L4 We develop and review 1-3 year strategies for core brands and these direct our shorter and longer term brand activities

L5 We develop and review 3-5 year strategies for core brands and these direct our shorter and longer term brand activities

L1 Almost all of our tactical focus is on delivering short term volume

L2 We sometimes use our strategies to select and prioritize our tactical activity but focus is usually about achieving short term volume

L3 Most of our tactics are created to fulfill these strategies, however short term volume requirements often change the strategic agenda and we often struggle to get back to our planned strategies

L4 Most of our tactics are created to fulfill these strategies, however short term volume requirements often change the strategic agenda and we soon return to get back to planned tactics

L5 Almost all of our tactics our fulfill our marketing strategies, however short term volume requirements sometimes change the tactical agenda and we rapidly get back to planned tactics

L1 Our marketing plans largely focus on taking share from competitor brands

L2 Our marketing plans cover an assessment of broader category needs and our brand strategies are still largely focused on taking share from competitor brands

L3 Our marketing plans cover an assessment of broader category needs and our brand strategies loosely take into account the opportunities for category growth

L4 Our marketing plans cover an assessment of broader category needs and our brand strategies specifically identify how they can contribute to category growth, but this is not quantified

L5 Our marketing plans cover an assessment of broader category needs and our brand strategies specifically identify how they can contribute to category growth, with specified and quantified goals for doing this

L1 Our brand plans do not explicitly cover competitor strategies

L2 Our brand plans make general assumptions about the competitor strategies but we rely on our ability to react to counter those initiatives when they happen

L3 Our brand plans make general assumptions about competitor strategies and contain prepared reactions to some general competitor initiatives

L4 Our brand plans anticipate major competitor strategies and tactics and contain some thinking around prepared reactions

L5 Our brand plans anticipate specific major competitors strategies and tactics and contain detailed prepared reactions

L1 We operate with single brand plans only.

L2 We have a Brand Portfolio Strategy which provides no defined tactical guidelines across the portfolio nor a full portfolio strategy

L3 We have a Brand Portfolio Strategy which provides limited definition of brand roles but guides major initiatives and tactical guidelines

L4 We have a Brand Portfolio Strategy which provides some direction regarding each brands role in the portfolio by category and stipulates tactical guidelines

L5 We have a Brand Portfolio Strategy which provides clear direction regarding each Brand’s role in the portfolio by category and stipulates major initiatives and tactical guidelines

L1 Our Brand Portfolio strategies do not significantly influence investment allocation

L2 Our Brand Portfolio strategies are informally considered when making resource allocation decisions but have only partial influence on investment allocation

L3 Our Brand Portfolio strategies are formally considered and drive the allocation of our marketing resources

L4 Our Brand Portfolio strategies are formally considered and influence the allocation of our marketing resources in conjunction with other business plans

L5 Our Brand Portfolio strategies are formally considered and influence the allocation of total business resources in conjunction with other business plans

L1 We allocate investment budgets based largely on brand investment history

L2 We allocate marketing investment based on incremental changes to the brand plans to support this year’s initiatives, not just history

L3 Some components of marketing investment are allocated to strategic imperatives but we do not formally monitor implementation

L4 We have a process for allocating investment budgets by strategic imperative for some of our key brands and we sometimes monitor implementation for effectiveness

L5 We allocate investment budgets by strategic imperative for each of our key brands and we continually monitor implementation to ensure effectiveness

L1 We have no process to allocate resources and projects/initiatives regularly fall behind schedule due to resource constraints

L2 Management occasionally resource constraints on projects and sometimes reallocate people or budget to overcome road blocks but only when there is already a critical issue

L3 Management regularly meet to review major projects review resource constraints early and sometimes reallocate people or budget to ensure adequate focus on the most important initiatives

L4 Senior Management regularly meet to review major projects timelines at all key stages to review resource constraints early and regularly reallocate people or budget to ensure adequate focus on the most important initiatives

L5 We have explicit resource allocation process, reviewed regularly and formally by Senior Management that effectively identifies and resolves constraints and bottlenecks well before any problems become critical. Highest priority projects are resourced effectively

L1 Brand plans are reviewed and committed to by the Marketing Director only

L2 We prepare brand plans annually that are reviewed, contributed to and fully committed to by the Sales and Marketing Directors, but only our Marketing Director actively removes obstacles and/or facilitates the execution of planned activities

L3 We prepare brand plans annually that are reviewed, contributed to and fully committed to by the Executive Team, but only our Marketing Director actively removes obstacles and/or facilitates the execution of planned activities

L4 We prepare brand plans annually that are reviewed, contributed to and fully committed to by the Executive Team and some Executive Team members actively remove obstacles and/or facilitates the execution of planned activities

L5 We prepare brand plans annually that are reviewed, contributed to and fully committed to by the Executive Team , and all Executive Team members actively remove obstacles and/or facilitates the execution of planned activities

L1 Significant changes to brand strategies , are left to line marketing managers who can change them as they see fit

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

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

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

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

L1 There is little substantive cross functional involvement in the development of marketing strategies

L2 We develop our marketing strategies using limited ad hoc cross functional input from Sales and Marketing functions, Operations/Research and Development functions but without any significant senior level participation

L3 We develop our marketing strategies using cross functional teams, drawn from at least Sales and Marketing functions, Operations/Research and Development functions with some senior cross functional participation

L4 We develop our marketing strategies using full cross functional teams, drawn from multiple functions with active senior level participation

L5 We develop our marketing strategies using full cross functional teams, drawn from all key functions with board level signoff from all relevant functional heads at each key stage

L1 Marketing is not led by consumer thinking and has limited input to total business strategy and activities

L2 Marketing is sometimes led by consumer thinking and has limited input to total business strategy and activities

L3 Our marketing strategies are mostly led by consumer thinking but this is only one of several competing drivers of business strategy and activities

L4 Our marketing function is led by consumer thinking and is the key contributor to business strategy and most aspects of activity

L5 Our marketing function is totally consumer centric with a strong commercial grounding, leading business strategy and thinking, and effectively championing the needs of the consumer in every aspect of business activity

L1 Our brand planning process incorporates predominantly subjective or out of date measures for consumer trends, current consumer positioning, behavioral and attitudinal measures.

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

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

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

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

L1 We do not understand consumer needs in our category, any data we have is out of date

L2 We have a general understanding of consumer needs based on qualitative or old research.

L3 We have a consumer segmentation model based on recently quantified consumer needs research which identifies our brand but not competitor positioning’s.

L4 We have a category specific consumer segmentation model based on recently quantified consumer needs research which identifies our brand and competitor positioning’s. It is underutilized as a source to identify growth opportunities and threats for our business

L5 We have a powerful category specific consumer segmentation model based on recently quantified consumer needs research which identifies our brand and competitor positioning’s. We used this as a core source to identify growth opportunities and threats for our business

L1 Consumers insights are not part of our core process

L2 We leverage a version of insight that does not relate to specific targeted behavior change

L3 Occasionally strategies / activity briefs are grounded in clear insights that relate to a specific and quantified targeted behavior change amongst a clearly identified consumer group

L4 Most strategies / activity briefs are grounded in clear insights that relate to a specific and quantified targeted behavior change amongst a clearly identified consumer group

L5 All consumer strategies / activity briefs are grounded in clear insights that relate to a specific and quantified targeted behavior change amongst a clearly identified consumer group.

L1 Consumer insights are not used in the activity development and evaluation process

L2 Consumer insights are rarely used in the activity development and evaluation process and only exist as words on the brief.

L3 Consumer insights are sometimes used in the activity development and evaluation process, but are not clearly linked to a behavior change of more people, more often, more per occasion or instead of competitive offers.

L4 Consumer insights are sometimes used in the activity development and evaluation process, and are clearly leveraged to create a behavior change of more people, more often, more per occasion or instead of competitive offers.

L5 Consumer insights are always central in the activity development and evaluation process***, and are clearly leveraged to create behavior change of more people, more often, more per occasion or instead of competitive offers.

L1 We have no consumer insights based creative evaluation method

L2 We have an ad hoc consumer insight based creative evaluation method that contributes to marketing decisions

L3 We have an ad hoc consumer insight based creative evaluation method that forms the basis of marketing decisions

L4 We have a structured consumer insight based creative evaluation method that contributes to marketing decisions

L5 We have a structured consumer insight based creative evaluation method that forms the basis of marketing decisions

L1 We rarely test packaging in consumer research

L2 We occasionally test packaging, but only as part of our other development research (e.g. in qualitative work

L3 We regularly test packaging communication and impact but do not have a standardized method or requirement

L4 We regularly test packaging communication and impact with a standardized method

L5 We almost always regularly test packaging communication and impact with a standardized method, and use benchmarks to evaluate effectiveness

L1 We do not understand shoppers by channel/customer

L2 We have a limited understanding of shoppers in each of our channels /customers and we do not develop insight based strategies targeted specifically at these

L3 We have a comprehensive understanding of shoppers in each of our channels but not to individual customer level and we use this to develop insight based strategies specifically for these shoppers. Our shopper insights are partially integrated into our consumer understanding

L4 We have a comprehensive understanding of shoppers in each of our channels but not to individual customer level and we use this to develop insight based strategies specifically for these shoppers. Our shopper insights are integrated into our consumer understanding

L5 We have a comprehensive understanding of shoppers in each of our channels and major customers and we use this to develop insight based strategies specifically for these shoppers. Our shopper insights are fully integrated into our consumer understanding

L1 We do not understand the purchase decision hierarchy for our categories

L2 We have an understanding of the purchase decision tree for our categories that is limited and this rarely contributes to Sales and Marketing Strategies

L3 We have an understanding of the purchase decision tree for our categories that is limited and this regularly contributes to Sales and Marketing Strategies

L4 We have an understanding of the purchase decision tree for our categories that is clear and always contributes to Sales and Marketing Strategies

L5 We have an understanding of the purchase decision tree for our categories that is clear and this always contributes to Sales and Marketing Strategies and is accepted and used by our customers as a primary input to POP activation

L1 We rarely consider wider category performance issues and focus on our brands only

L2 We conduct an ad hoc assessments of category performance issues, using limited set of data, and use this for tactical maneuvers

L3 We conduct an annual assessment of category performance issues, and using a limited set of data, understand the root causes and use this in strategic planning only.

L4 We conduct an annual assessment of category performance issues, and using a wide breadth of data, understand the root causes and use this insight to improve / course correct existing and future launches

L5 We conduct a regular assessment of category performance issues, and using a wide breadth of data understand the root causes and use this insight to improve / course correct existing and future launches.

L1 We do not have any form of recorded long term brand history or learnings

L2 Each brand has some form of history recorded that captures the learnings over time but application of this is limited

L3 Each brand has some documented history and learnings that set the boundaries for in-market Sales and Marketing activity. Application of this is limited

L4 Each brand has some documented history and learnings that set the boundaries for in-market Sales and Marketing activity. Application of this is consistent

L5 Each brand has well documented history and learnings that set the boundaries for in-market Sales and Marketing activity. Application of this is consistent

L1 Our brand plans focus mainly on our choice of tactical activity

L2 We set out strategies for our brands but these are not selected to a shortlist, nor do they define performance change intended

L3 We select a few key strategies for all of our brands but these do not always define the performance change intended

L4 Some of our brands have a selected set of strategies that define both the desired change in consumer perception and behavior , and the commercial impact of this

L5 All of our brands have a selected set of strategies that define both the desired change in consumer perception and behavior , and the commercial impact of this

L1 Our brand activities tend to be led by choosing a great executional idea more than the brand strategy

L2 We only partly select tactics based on our strategy and often retrospectively justify activities

L3 We select some of our brand tactics to ensure our activities deliver our strategies plan but some activities are retrospectively justified

L4 We always select tactics to ensure our brand activities deliver our strategic plan, and performance outcomes we have defined

L5 We always select tactics to ensure our brand activities deliver our strategic plan, and the consumer and performance outcomes we have defined

L1 Forecasting planners are responsible for developing forecasts based on history and system generated forecasts with no other inputs form sales or marketing

L2 Forecasting planners are responsible for developing forecasts based on history and system generated forecasts input from primarily from sales which marketing reviews

L3 Integrated business planning is a multi-functional formal process into which marketing has a key input but there is not true shared ownership of the outcome

L4 Integrated business planning is a multi-functional formal process into which marketing has a key input, and leads to an accurate number and there is true shared ownership of the outcome

L5 Integrated business planning is a multi-functional formal process into which marketing has a key input and from which there is one jointly owned accurate forecast for the business, with clarity at the appropriate level, together with visibility of cause and effect leading to agreed remedial actions where needed.

L1 We do not have executional guidelines, brand managers are free to choose execution to their own judgment

L2 We have some defined executional guidelines for some brands used for some aspects of the marketing mix but these are not regularly used or policed

L3 We have some defined executional guidelines for key brands used for some aspects of the marketing mix but these are not regularly used or policed

L4 We have defined executional guidelines in a written form for all of our brands that are consistently used for design and advertising but not all aspects of the mix and are policed by management

L5 We have defined executional guidelines in a written form for all of our brands that are consistently used for all elements of the marketing mix and are policed by management

L1 We follow market pricing rather than choose our brand pricing

L2 We have some subjective understanding of the management of pricing and our pricing strategy is not always in line with our brand strategy and we rarely influence market pricing

L3 We have some objective understanding of the management of pricing but our pricing strategy is not always in line with our brand strategy although we sometimes influence market pricing

L4 We have a quantitative model for managing pricing, and our pricing strategy is driven by brand strategy and is understood by our customers and sometimes drives in-market pricing

L5 We have a robust but flexible quantitative predictive model for managing pricing by SKU, and our pricing strategy is driven by brand strategy and is understood by our customers and consistently drives in-market pricing

L1 Brand managers brief in the way that they choose without any required standard elements

L2 We expect use of a standardized brief but this does not drive linkage to strategy or demand insight and is inconsistently used

L3 We have a standardized agency briefing process and this is consistently used but does not drive linkage to strategy or demand insight but is single minded

L4 We have a standardized internal agency briefing process and this is consistently used and ensures linkage to strategy, driven by insight and is single minded

L5 We consistently follow a collaborative process to create agency briefs that are linked to strategy, driven by insight and are single minded

L1 Communications channels have no formal selection / evaluation process

L2 Communications channels are selected based on sufficiency or effectiveness, or efficiency of the channel mix, but rarely all three.

L3 Communications channels are occasionally selected based on quantified predictions built from factual data on their ability to reach sufficient numbers of consumers, the effectiveness in delivering the activity objectives, and the efficiency of the channel mix.

L4 Communications channels are mostly selected based on quantified predictions built from factual data on their ability to reach sufficient numbers of consumers, the effectiveness in delivering the activity objectives, and the efficiency of the channel mix.

L5 Communications channels are always selected based on quantified predictions built from factual data on their ability to reach sufficient numbers of consumers, the effectiveness in delivering the activity objectives, and the efficiency of the channel mix.

L1 We do not undertake digital or social media campaigns

L2 We undertake some digital and social media campaigns on an ad-hoc basis, and led by whomever is the project champion

L3 Digital and social media programmes are managed by a discrete team with discrete objectives separately from our brand media plans

L4 We build Digital and Social Media plans independently from our traditional communications planning with both programmes led by the same manager for each brand/category

L5 We activate digital and social media programmes as a lever within an overall media strategy for each brand/category

L1 Our approach to digital and social media is not evident or consistent

L2 We have identified the optimum level of investment into digital and social media by brand but have not allocated resources.

L3 We have identified the optimum level of investment into digital and social media by brand and have allocated resources accordingly, but not executed to the identified level

L4 We have identified the optimum level of investment into digital and social media by brand, have allocated and executed resources accordingly.

L5 We have identified the optimum level of investment into digital and social media by brand, have allocated and executed resources accordingly, and closely optimize performance

L1 We do not set out our requirements for point of purchase execution based on brand strategy, its planned on a tactical basis

L2 Some of our point of purchase execution is led by brand requirements but there is no formal POP strategy

L3 We have a clear merchandising strategy that delivers our brand strategy by defining our brand point of purchase activity by outlet type but we only sometimes achieve it

L4 We have a clear merchandising strategy based on shopper insight that delivers our brand strategy by defining our brand point of purchase activity by outlet type but we only sometimes achieve it

L5 We have a clear merchandising strategy based on shopper insight that delivers our brand strategy by defining our brand point of purchase activity by outlet type and we consistently achieve it

L1 We do not review brand initiative priorities with line management

L2 We have variable mechanisms for managing the program of initiatives and priorities of each of our brands, and changes to priorities are reviewed infrequently with changes agreed by line management

L3 We have an explicit and common method for managing the program of initiatives and priorities on each of our brands, and changes to priorities are reviewed infrequently with changes agreed by line management

L4 We use variable mechanisms for managing the program of initiatives and priorities on each of our brands and changes to priorities are reviewed frequently and bottlenecks anticipated with changes agreed by line management

L5 We have an explicit and common method for managing the program of initiatives and priorities on each of our brands and changes to priorities are reviewed frequently and bottlenecks anticipated with changes agreed by line management

L1 We have no common tools or processes for brand plan development

L2 We have a set of templates that provide a framework for the articulation of our brand plans

L3 We have an inconsistent tools and processes that provide a framework for the development, and articulation of our brand plans.

L4 We have a robust and consistent set of tools and processes that provide a strong framework for the development, and clear articulation of a fact based, insight driven and commercially savvy brand plan.

L5 We have a robust and consistent set of tools and processes that provide a strong framework for the cross functional development, and clear articulation of a fact based, insight driven and commercially savvy brand plan the use of which is enforced through Brand Management KPI’s.

L1 We do not have any specialist analysis infrastructure or regular reporting of data

L2 We have limited analysis infrastructure meaning Marketers spend much time retrieving data to complete their own fact based issue analysis, but we report monthly continuous data as data rather than information

L3 We have limited analysis infrastructure meaning Marketers spend much time retrieving data to complete their own fact based issue analysis, but we report monthly continuous data as a suite of pre-determined information analyses rather than raw data

L4 We have purpose allocated analysis resources (people and/or IT tools) that facilitates fact based issue analysis, but we report monthly continuous data as data rather than information

L5 We have purpose allocated analysis resources (people and/or IT tools) that facilitates fact based issue analysis, and we also report monthly continuous data as a suite of pre-determined information analyses rather than raw data

L1 We do not have any specialist analysis infrastructure or regular reporting of data

L2 We have limited analysis infrastructure meaning Marketers spend much time retrieving data to complete their own fact based issue analysis, but we report monthly continuous data as data rather than information

L3 We have limited analysis infrastructure meaning Marketers spend much time retrieving data to complete their own fact based issue analysis, but we report monthly continuous data as a suite of pre-determined information analyses rather than raw data

L4 We have purpose allocated analysis resources that facilitates fact based issue analysis, but we report monthly continuous data as data rather than information

L5 We have purpose allocated analysis resources that facilitates fact based issue analysis, and we also report monthly continuous data as a suite of pre-determined information analyses rather than raw data

L1 We have no consistent approach to choosing agencies and have no review process

L2 We select our key agencies by applying some form of process to agency selection but have no review process

L3 We select our key agencies by applying some form of process to agency selection and we informally review our main partners against performance, annually

L4 We select our key agencies through a standardized process and strategy specific selection criteria to achieve an objective choice, and we informally review our main partners against performance, annually

L5 We select our key agencies through a standardized process and strategy specific selection criteria to achieve an objective choice, and we formally review our main partners against performance, annually

L1 Our brand performance scorecards are inconsistent

L2 Our brand performance is reviewed against financial KPI’s only.

L3 Our brand performance is reviewed against financial, consumer behavior, affinity and attitudinal KPI’s. Individual initiative KPI’s are not tracked consistently.

L4 Our brand performance is reviewed against financial, consumer behavior, affinity and attitudinal KPI’s. Individual initiative KPI’s are laddered up to deliver overall brand KPI’s and performance is reported after implementation

L5 Our brand performance is reviewed against financial, consumer behavior, affinity and attitudinal KPI’s. Individual initiative KPI’s are laddered up to deliver overall brand KPI’s and monitored during implementation for course correction and reported after implementation.

L1 We use informal internal evaluation only of how our product performs relative to other direct comparisons in the category

L2 We have a formal process of internal evaluation of how our product performs relative to other direct comparisons in the category

L3 We occasionally use external benchmarking to assess our relative performance in the eyes of our consumers against immediate competitors

L4 We have a formal program of consumer quantitative benchmarking of our product delivery, but not selecting anything more than the general target market and closest competitor comparison

L5 We have our defined strategy in terms of our desired relative quality position and the segments of consumer preference we are targeting, and we regularly track our delivery against this using quantitative consumer research measures against the competitive set as defined by the consumer

L1 We do not understand category/brand profitability in any detailed sense and hence cannot take informed action at either a category or an organizational level

L2 We measure Net Contribution for brand/category profitability for all of our key categories and we sporadically monitor this to optimize organizational profitability

L3 We measure true profitably created by all of our key brands and we sporadically monitor this taking action where divisional profitability dips below plan

L4 We measure Net Contribution for brand/category profitability for all of our key categories and we continually monitor this to optimize organizational profitability

L5 We measure true profitably created by all of our key brands and we continually monitor this to optimize organizational profitability

L1 We do not understand category/brand profitability by SKU in any detailed sense and hence cannot take informed action at a SKU level

L2 We measure Net Contribution for all of our key brands/categories by SKU and we sporadically monitor this taking action where profitability dips below plan

L3 We measure true profitably created by SKU by customer and channel and we sporadically monitor this taking action where divisional profitability dips below plan

L4 We measure Net Contribution by SKU and we continually monitor this to optimize SKU profitability

L5 We measure true profitably created by all of our key brands/categories by SKU and we continually monitor this to optimize SKU profitability

L1 Our brand performance is not consistently reviewed by Management and performance driven actions are inconsistently implemented and tracked

L2 Our brand performance is reviewed at least monthly by the Brand Manager with their Manager with agreed actions inconsistently implemented and tracked

L3 Our brand performance is reviewed at least monthly by the Brand Manager with their Manager with agreed actions consistently implemented and tracked

L4 Our brand performance is reviewed at least monthly by the Brand Manager/Marketing Manager with the Marketing Director with agreed actions inconsistently implemented and tracked

L5 Our brand performance is reviewed at least monthly by the Brand Manager/Marketing Manager with the Marketing Director and or the Executive Team with agreed actions consistently implemented and tracked

L1 We do not assess the drivers of profit or volume performance

L2 We can sometimes identify the key drivers/causes of shifts in profit and volume performance and try to find ways of plugging the performance gaps as soon as possible

L3 We clearly identify the key drivers/causes of shifts in profit and volume performance and try to find ways of plugging the performance gaps as soon as possible

L4 We can sometimes identify the key drivers/causes of shifts in profit and volume performance and have a menu of pre-prepared proven strategies and activities on hand to help plug performance gaps

L5 We clearly identify the key drivers/causes of shifts in profit and volume performance and have a menu of pre-prepared proven strategies and activities on hand to help plug performance gaps

L1 Investment budgets do not require any formal ROI or brand value analysis

L2 Significant brand investments sometimes require ROI analysis but there is not a consistent approach to this and brand value is not considered

L3 Significant brand investments always require formal ROI analysis but there is not a consistent approach to this and brand value is sometimes considered

L4 We have a standardized evaluation approach that requires brand managers to assess investments against both ROI and brand value impact, this is sometimes used to assess alternative marketing investment strategies

L5 We have a standardized evaluation approach that requires brand managers to assess investments against both ROI and brand value impact, this is consistently used to assess alternative marketing investment strategies

L1 Once a project is allocated to a Champion, we expect them to deliver it, we do not require them to have an initiative plan

L2 Some brand managers impose their project plan on the team and confirms or revises by agreement targets for some initiative resources and outputs

L3 Some brand managers impose their project plan on the team and confirms or revises by agreement targets for all relevant initiative resources and outputs

L4 Each brand manager manages whole team alignment to the project plan that confirms or revises by agreement targets for some initiative resources and outputs

L5 Some brand managers manages whole team alignment to the project plan that confirms or revises by agreement targets for all relevant initiative resources and outputs

L1 Roles and responsibilities are not clearly defined

L2 Marketing personnel have limited job descriptions which only partly delineate their roles

L3 Marketing personnel have clear job descriptions but these do not fully delineate the full extent of cross functional working

L4 Roles and responsibilities in achieving the marketing goals are clearly defined for all marketing personnel including cross functional working, and captured in job descriptions, but not other functions

L5 Roles and responsibilities in achieving the marketing goals are clearly defined for all marketing personnel and related cross functional disciplines, and captured in job descriptions