• Jeff Bezos, the founder of Amazon defined a brand as – ‘what people say about you when you are not in the room’. More accurately – your enterprise brand is what your target audience says about that enterprise when you are not listening.
• An enterprise brand is relevant for a business, not for profit, government agency or similar. While developed in a similar fashion, it differs from either a personal brand or a product brand. This process addresses enterprise branding for start-ups and SMEs.
• An enterprise brand adds value to a raw business, highlighting those features that differentiate it from the competition and drawing attention to attributes that make it more appealing to the primary target market. It makes an accounting practise more than just another accounting practise, for example
• The difference between many high profile, highly successful business like a Bunnings or IKEA – and other businesses is that Bunnings is more than a hardware store and IKEA is more than a furniture store. They have added value achieved through branding
• Contrary to popular belief, branding is not about advertising. Many great brands including Zara and Krispy Kreme have no advertising budget. Branding is far more about culture – and regardless of what brand an enterprise considered optimal, that brand will not exist until they have developed a culture that ensures staff consistently live the brand.
• The most successful brands are always audience oriented – addressing the needs, wants and expectations of the primary and secondary target audiences
• This planning tool is designed to help you define and manage your enterprise brand – with a view to enabling it to maximise margins (by differentiating and building the perception of value), productivity (by attracting, retaining and getting the most out of the best people) and as a result overall performance.
• This enterprise branding tool looks at the three stages in establishing a brand
  • Define
  • Live
  • Communicate
• It addressed the five elements of a 21st century personal brand:
  • Mission
  • Values
  • Capabilities
  • Personality
  • Positioning
• The three critical issues to be addressed are:
  • ‘Actual brand’ – what others are saying about you now
  • ‘Optimal brand’ – what you need others to sat about you
  • ‘Gap elimination’ – eliminating the gap between actual and optimal’
• The outcome of this process will be a well-defined enterprise brand and an action plan that will drive the development of that personal brand.
• If more information on Personal banding – email – [email protected]

• Answer the questions in this document beginning with question 1, on the next page
• Try and base your answers on evidence rather than opinion or intuition
• As you answer these questions, reflect on previous answers – and refine or update previous answers as appropriate
• When you have answered all of the questions, press PRINT and your completed strategy will print out in either A4 or A3, as you require
• Even after you have printed the report, you can make amendments to the strategy, on the platform and simply print again. You are free to do this as often as you like.

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