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Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
Kroese Distinction Index, by Kroese brands & behaviour
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Kroese Distinction Index, by Kroese brands & behaviour

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Brands and people are considered important drivers of success. Strong organisational cultures generate strong brands. How distinctive is your organisation? By using the Kroese Distinction Index you …

Brands and people are considered important drivers of success. Strong organisational cultures generate strong brands. How distinctive is your organisation? By using the Kroese Distinction Index you will be able to see where a company should improve or is already doing well. The most important key performance indicators shall be analyzed.

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  • 1. White paper<br />Kroese Distinction Index ®<br />
  • 2. Identiteit: drivers of distinction<br />Vastgesteld wordt welke ‘eigenschappen’ van GreenbergTraurig samen het unieke karakter van het kantoor bepalen.<br />Every professional leader has a deep<br />longing to create a betterorganisation –and win in the marketplace!<br />REPUTATION<br />DRIVERS<br />Recognition<br />Growth<br />Bringing<br />Solutions<br />International<br />focus<br />Professionalism<br />Track <br />Record<br />Attractive<br />Workplace<br />Attitude<br />Recognising the power of yourorganisationwill help you turn thatdesireintoenergy, inspiration and a sustainableadvantage in yourmarket. <br />DISTINCTION<br />DRIVERS<br />Mentality/ attitude & energy<br />Customer orientation<br />Internal cooperation<br />Problem solving capacity<br />Creativity<br />DEFINE DISTINCTION IN THE MARKET<br />
  • 3. Brands and people are considered important drivers of success.<br /><ul><li>research has shown that strong organisational cultures generate strong brands.
  • 4. strong organisational cultures are driven by strong identities.
  • 5. brands that have a strong and clearidentity are bettercapable of creatingmeaningful and lastingrelationships.’ - Jean-NoëlKapferer</li></ul>If this is true, just a few questions…<br />
  • 6. Do customers love our products and services?<br />or are we just an alternative?<br />Is teamwork part of our success?<br />managing priorities or disagreement?<br />Do we have many successful ideas?<br />Are we strong in executing our plans?<br />Are we innovative?<br />How effective is our marketing?<br />
  • 7. Put in another way…<br />Howdistinctiveare we?<br />
  • 8. Culture drives behaviour. Behaviour generates results.<br />I. How does our context influence the mindset and attitude of people involved?<br />CONTEXT<br />DISTINCTIVE BRAND?<br />(behaviour of)<br />leadership<br />recognition<br />PERCEPTION/<br />ATTITUDE<br />RESULTS<br />image<br />way of working<br />Distinctive<br />communication & <br />environment<br />WHAT IS THE DIFFERENCE YOU INTEND TO MAKE?<br />sales<br />innovation<br />structure<br />BEHAVIOUR<br />III. Behaviour generates results.<br />II. Perception and attitude generate behaviour.<br />cooperation<br />commitment<br />creativity<br />
  • 9. Culture is the driver of distinction.<br />Do you combat the fever or the disease? Most key performance indicators – such as market share, recognition, image – are mere symptoms.<br />The driver of these results is the organisation and the way it solves problems and dilemmas. In short: its culture.<br />
  • 10. Kroese Distinction Index<br />Features<br />A key performance indicator, which depicts a company’s competitive strength in one figure.<br />It can be broken down to key parameters – internal and external - that define competitive strength and distinctiveness.<br />Thus, providing a valuable strategic instrument to effectively improve a company’s performance.<br />Benefits<br />a common understanding of:<br /><ul><li>the company’s or brand’s position on key performance indicators
  • 11. the organisation’s strength and ability to drive the brands distinction</li></ul>agreement on priorities for execution and most urgent issues<br />ingredients for a sound strategic plan and agreement on the process<br />
  • 12. What is your distinction index?<br />COMPETITIVE EDGE <br />(KROESE DISTINCTION INDEX ®)<br />BRANDING & MARKET COMMUNICATION<br />recognition<br />innovation<br />sales<br />brand image<br />do they know us?<br />do they prefer us?<br />do they buy from us?<br />is our portfolio developing well?<br />DISTINCTION DRIVERS<br />BEHAVIOUR<br />internal<br />leadership<br />creativity<br />cooperation<br />do we feel involved?<br />are we an effective team?<br />do we have enough successful ideas<br />are we making progress?<br />
  • 13. Kroese Distinction Index ®<br />Features<br />defines the extent to which an organisation and brand stand out in their market(s)<br /><ul><li>defined in 1 summary figure
  • 14. broken down into key parameters, internal and external, that define competitive strength and distinctiveness</li></ul>it also depicts the relationships between Context, Attitude, Behaviour and Results<br />Thus, providing a valuable strategic instrument to effectively improve a company’s performance.<br />
  • 15. Kroese Distinction Index ®<br />Delivery 1: knowledge and insight<br />the relationship between the organisational context and the results the company gets<br />a common understanding of:<br /><ul><li>the company’s or brand’s position on key performance indicators
  • 16. the organisation’s strength and ability to drive the brands distinction</li></ul>insight in maturity of our way of working:<br /><ul><li>are we busy being busy, or are we doing the right things?</li></li></ul><li>Kroese Distinction Index ®<br />Delivery 2: how to toss the frisbee!<br />agreement on priorities for execution and most urgent issues<br />ingredients for a sound strategic plan and agreement on the process<br />ideas for interventions<br />execution plan<br />
  • 17. Sample outcomes of analysis<br /><ul><li>yellow cells depict areas that need special attention
  • 18. based on tolerance set by customer (in this case: a score < 7.0 on a scale 1-10)
  • 19. maturity on a scale of 1-5</li></li></ul><li>Examples of results<br />
  • 20. KDI: Kroese Distinction Index<br />Client: <br />Contact: <br />Date: 12 Maart, 2009<br />Consultant: Theo Kroese, Jan van de Poll<br />Illustrative figures. For demonstration purposes only<br />Examples of Output<br />Actual Maturity LevelsThe 7 respondents from Division 1<br />compared on all 4 questionnaires<br />Maturity Level<br /><br /><br /><br /><br /><br />Methodology nominatedfor the ICT-prize of theEuropean Community<br />ImprovementscenarioMoving ‘Perception & Attitude’<br />to Maturity Level 3<br />Maturity Level<br />Dendrogram<br />Significant disagreement in Division 1 <br />on improving on ‘Perception & Attitude’<br />Assessment structure<br />Four questionnaires divided in 14 dimensions<br />Division 1 &gt; Perception & Attitude<br />Score Type: Planned<br />Stacked Histogram<br />Shows how respondents plan to improve. Compare with top-down priorities to identify areas of waste or under-investment.<br />Waste<br />Shortage<br />Management Summary<br />Column- & Row totals plus KPIs<br />Waste<br />Kroese Distinction Index<br />One overall score<br />3.0<br />
  • 21. More info…<br />www.kroese-bb.com<br />Kroese brands & behaviour bv<br />Handelsweg 59e<br />1181 ZA AMSTELVEEN<br />THE NETHERLANDS<br />info@kroese-bb.com<br />Stand out…sustainably!<br />

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