Every brand has a level of potential. The challenge is knowing what that potential is, understanding how much of it is currently being captured, and making the right choices to capture more.Brand Potential Monitor gives management a fact based view of the value a brand could create, where potential is being lost and what it would take to unlock more of it.

• For an established brand, this means identifying where additional potential exists and what is preventing the brand from realising it.
• For a new product or market opportunity, it helps determine how attractive the opportunity is, what needs to be in place to capture it and where investment should be focused.

From past performance to future potential

Most commercial reporting tells us what happened. BPM addresses the more important question:
“What could this brand achieve, and how much of that potential can we realistically capture?”

The model brings together market, consumer, brand, marketing funnel, distribution, pricing and commercial performance. This creates an integrated view of the potential, the current or expected performance and the gap between the two.

It also highlights the factors that have the greatest influence on that gap, helping management focus on the areas that can make a real difference.

Test the choices before making the investment

BPM allows management to explore different levels of ambition and see what they could mean for the overall opportunity.

What happens if distribution improves? What if purchase intent increases? What if pricing changes? What if several factors improve at the same time?

The model makes it possible to compare different scenarios and understand their potential commercial and financial impact.

This helps answer a critical management question:

“Where should we invest, how ambitious should we be and which combination of actions gives us the best opportunity to capture more value?”

A capability the organisation can use itself

BPM turns sophisticated commercial modelling into a dynamic and self service capability. Manufacturers can update assumptions, change ambitions and explore new scenarios themselves, without needing to commission a new consulting project every time a new question arises. This makes BPM relevant throughout the brand lifecycle, from assessing a new market opportunity or product launch to identifying additional potential in an established brand. Specialist consultants can still add value when strategic interpretation or more complex business questions require it. The day to day use of the model, however, remains with the organisation.

The BPM approach Quantify the potential. Understand the gap. Test the options. Prioritise the investment. Capture more value.