Brand Communications Audit Steps

 

STEP 4:
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.

STEP 5:
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.

STEP 6:
The Presentation:
This is where the rubber hits the road, the culmination of our efforts. We will prepare a written audit report of our findings and recommendations. The recommendations will include a list of tactical activities complete with accurate fee proposals.

Then we need to schedule a meeting to present it at a small group of your organisation’s senior executives or communications staff. At the meeting, we will walk through the audit report page by page, using collateral examples to make specific points, especially when discussing your ratings.

Summary
Because an audit of Brand communications can be as simple or extensive as budgets and needs dictate, we recommend it to virtually every client. And because the format described here is flexible, it can be undertaken completely by DDG, or conducted jointly with your staff.

However conducted and extensive, the result of a communications audit is more clearly defined objectives, focused strategies, organised and prioritised tactics, and criteria for creative development.

In addition, when presented in a comprehensive report it can prescribe a set of communications standards similar to graphic standards.