Measuring

Brand
Health
Your user or potential user base is driven by awareness & promotional
efforts.

But once someone has tried you, or is on the cusp of trying you, the
following come into play to contribute to the overall “strength/health” of
the brand’s user base…
• Functional Performance – bottom line or perceived product delivery
• Image & Relevance – general favorability/positivity associated with
the brand
• Category Involvement -- how much brand choice really matters to the
consumer altogether
Based on years of working with commitment models, we know product
performance or meeting expectations is only one variable contributing to
equity. Relevation has developed a scoring system for measuring the
strength of a brand to be used for brand-to-brand comparisons, trending
over time or cross category insights.

Measuring Brand Health pg. 1

The worse a brand performs in the customer’s eyes, the worse it scores
attitudinally in terms of relevance OR the less discriminating the customer
is about choosing between the available brands, the more health is
eroded.

A brand could do very well based on performance or relevance, but if the

customer just doesn’t care that much which brand they reach for, the
score is depressed and brand health is penalized.

The three measures are weighted for each brand at the individual
respondent level to create an AGGREGATE score that effectively converts
the combined measures to a 0-10 scale.

For Example
Chips Ahoy! on Performance = 7 on a 1-10 scale; Chips Ahoy! = 5
Famous Amos on Relevance = 6 on a 1-10 scale; Famous Amos = 5
Category Involvement = 4 on a 1-10 scale

Chips Ahoy! weighted score = 5.7

Famous Amos weighted score = 4.8

Measuring Brand Health pg. 2

Once scores are developed for every brand at the respondent level a
distribution of the pool of scores across the field of 0-10 is developed and
category relevant ranges are created to represent weaker, average, stronger
because everything is, indeed, relative.

This is how the bars are built. And we could stop here for comparative
purposes.

For Example
Category Average… 33% 34% 33%
Weaker <3.0 Average 3.0-5.5 Stronger 5.6+

To go ahead and quantify each Brand’s health “score” we simply…

Take the % of respondents who fall into each brand health segment – weaker,
average, stronger and multiply against the average score for that segment of
consumers (regardless of brand) who are Aware/Willing To Use or Consider
(the potential user base). Then add.

Measuring Brand Health pg. 3

Brand Health & Potential Scoring
Scoring can be used for brand to brand comparisons, or for trending over time
to understand the effects of marketing efforts
Aware & Brand Health
Receptive Brand Strength Score

37% 28% 25% 47% 46

40% 40% 22% 38% 36

Weaker Stronger

This represents the Overall Brand Health or Favorability Score in a vacuum.

But, we don’t operate in a vacuum.
Another aspect to building business/growing share is the degree to which there
are valid reasons that keep the customer/prospect from buying more of the
brand. These may be brand specific or they may be non-brand related external
barriers. We can build this measure into the equation.

Measuring Brand Health pg. 4

This is scored similarly and can be applied to adjust the overall Brand Health
score. Given a battery of category relevant barriers (presented via an Association
Matrix), we simply tally whether your limitations exceed your competition or vice
versa. If you and your competition are balanced at parity or the customer has
no barriers to purchase, then you do not stand to gain or lose based on
marketplace conditions.
Aware & Adjusted Brand
Receptive Market Situation Health Score

37% 32% 30% 38% 52 (+6)

40% 35% 43% 22% 23 (-13)

Barriers To Ordering Barriers To Ordering

MORE (from Brand) MORE (from Comp)

If there are limitations to using you more often, then your share is “depressed”.
If there are limitations to using your competition more exceeding the limitations
to using you more, your share is “amplified” as you become a default recipient
of not being able to buy more of them.

Measuring Brand Health pg. 5