The intrinsic value of a brand resides in the consumer mind-space it occupies. Therefore, the Vertebrand approach blends both consumer-focused and financial-focused models. It uses a 360-degree format for evaluating brand performance – feedback from consumers/customers, channel partners, influencers, investors and other target groups. The methodology entails a step-by-step process detailed below.

  • Step One

    BRAND STRENGTH ANALYSIS

    A cumulative weighted average score is calculated to arrive at the overall Vertebrand Index for the brand

  • Step Two

    ENVIRONMENTAL ANALYSIS

    A throughout analysis of the present and future macroeconomic conditions is undertaken to understand the factors which might affect the industry growth in future. A situational analysis including the current market scenario for the industry, competitive strategy, trends and future outlook is conducted.

  • Step Three

    MARKET PERFORMANCE ANALYSIS

    A detailed view of the market performance of the company. This analysis provides a snapshot of the brand’s performance as compared to other brands in the category and is used to arrive at the Market Performance Index.

  • Step Four

    SALES FORECAST

    Using the Market Performance Index and Environment Analysis, a future sales growth rate is arrived at.

  • Step Five

    BRAND VALUATION

    Vertebrand uses an income-based approach for arriving at a financial value for the brand. Royality Rate Determination: Royality rate is expressed as a percentage of sales and represents what the company would have to pay if it did not own the brand and licensed only...

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Branding stories from the agri business

A brand gives an identity to a commodity and desirability to purchase. Not only does it help in quality assurance, but also repurchases have often been allied with good quality branded products, thereby increasing loyalty among the customers. Majority of agri products in India are sold to the market as commodities.
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Experience Brands

Hotels, restaurants, shops, airlines, malls, cruise ships, hospitals... services like these represent the most exciting opportunity in branding. Complicated and simple, easy and difficult, branding a consumer service is going to be the marketing challenge for the next decade.
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Channel Surfing – Channel Strategy & Structure

For over 50 years Blue Star pursued a direct sales strategy through 4 dealerised divisions. The company realized that the independent dealerization program for each division was resulting in channels that lacked direction and smaller divisions getting short-changed by multi-line dealers. Blue Star approached Vertebrand to assist with revitalizing its channel strategy. Vertebrand’s mandate was to develop a Channel Operating Model, Norms for classifi¬cation of Channel Members, Blue Star’s Value Proposition to the Channel, Channel’s Value Proposition to the customer and ultimately a robust Channel strategy.

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