Brand Communications Audit Steps

The Brand Communications Map illustrates the continuous improvement cycle of the Audit process and focuses attention in three key areas:

1. Research & Analysis 
2. Problem/Issues Identification 
3. Strategy Definition 

STEP 1: RESEARCH & ANALYSIS

Materials Review: The first step, crucial in all audits, is gathering and reviewing as many of your materials as possible. The objective is to determine which items are being used, and to assess their quality and consistency as objectively as possible. Only by putting everything side by side in one place will omissions, quality lapses and inconsistencies be readily apparent.

Once all the materials have been collected, we compare them for consistency and quality, using the Communications Audit Result form. We rate each piece on a scale of 1 (low) to 5 (high). Although this exercise is subjective, quantifying our opinions makes it somewhat less so. To further reduce subjectivity, we will ask one or two staff members to also rate the pieces and average the results. We will use the following criteria when doing the rating.

Activities & Plans: We now have a numerical rating of your material and competitive material, and a short summation of important findings. While this outsider’s perspective is more objective than if you did your own evaluation, it does lack insider knowledge. To make the audit more valid, it helps to get an insider's perspective of how your findings relate to specific activities and plans.

This usually requires reviewing our findings in light of the organisation’s business or marketing plan(s). For example, a low rating on an employee newsletter could be significant if a merger, downsizing or other morale-effecting activity is likely. Otherwise it may not be.

Likewise, low ratings on product ads are far more significant if sales are falling than if they are booming. It is, of course, unlikely that you will allow us access to secrets, proprietary information, or specific business plans. For this reason, you may prefer that we end the audit at this point and submit our report.

You may also feel that, secrets aside, you are better equipped through familiarity with the organisation to relate our findings to your needs. Nonetheless, whenever possible it is better for us to continue and do the next, final stage of the audit—relating our findings to the plans and culture of the organisation.

Not only does keeping the audit process outside the company provide a fresher, more objective and non-partisan viewpoint, but it also ensures that a complete report will be issued in a timely fashion. Plus, an outsider like us can question, comment and recommend in ways that would inhibit most inside staff.

And, finally, the more complete and objective our audit report is, the more it will be worth to you.

Interviews: Every organisation has a business plan, although in some smaller ones it often resides in the head of the boss. In larger organisations it is usually a formal and often extensive document. Either way, in order to temper our audit findings with practicality, it helps to discuss them with individuals who are aware of the plan.

All organisations also have distinct cultures, formed by their histories, industries, and management style. Meeting with selected executives is a way to tap into this culture and to consider its ramifications on our audit recommendations.

And since there is so much subjectivity in communications choices and creativity, it is also important to consider the personal likes, dislikes, and idiosyncrasies of those who will have responsibility for implementing changes. Although the more interviews the better, reality - budget and timing - usually intercedes.