Tovera is a brand and reputation consultancy.

Our entire focus is understanding brand and reputation. We work with organisations to help them build strong brands and reputations as both together are found to be powerful drivers of value and long-term success. We use a unique methodology – the Tovera Brand & Reputation Model - which brings leading brand and reputation thinking into a single research framework for analysis and strategic planning. We offer brand and reputation insight, strategic planning and measurement.



Our entire focus is on understanding, defining, building and protecting brand and reputation. In supporting clients in this endeavour, we offer research, insight development, strategic planning and measurement.


We have a tried and tested research methodology based on the Tovera Brand & Reputation model.


We take insight development very seriously and separate insight development from research for two reasons.


Our approach at Tovera is strategic, always seeking to answer the question: what is going to make the biggest difference



Just Eat, a founding client of Tovera,  made its  IPO in April 2014. At that time the leadership recognised that the business would be held to higher standards and a higher level of scrutiny than it had been as a privately held entrepreneurial challenger brand. The company needed to create an effective corporate communications strategy.


Pret had suffered the extremely distressing  death of a customer following an allergic reaction to one of its products.  In the midst of the crisis there was a need to get a sense of its impact and how best to reassure customers, partners and the wider stakeholder universe.


Novartis Oncology (NO) was playing in the most competitive area of pharmaceuticals in the most highly regulated industry where there are immense societal pressures on companies to balance commercial imperatives with social impact.


Qualicaps, the pharma devices arm of Mitsubishi Chemical, had a commercial strategy problem in that they needed to bring three separate divisions into one aligned entity. These divisions were in different markets and product sectors, and had brand assets in the form of manufacturing/assembling capability and trusted brand names.


We have a tried and tested process that can be taken holistically - for a full brand and reputation audit and analysis leading to strategy – or in parts, depending on the brief and/or extent of existing brand and reputation knowledge and understanding:


Our Landscape is an important first stage that gives us a clear understanding of the current situation through a process that ensures all relevant voices are heard and key people have an input to the project to ensure its success.

We do this through a combination of  a) internal interviews with key people, usually including leadership, core functions and internal influencers, b) reviewing any relevant extant proprietary research and c) assessing relevant published data. This work is conducted using our model as a guide. All these inputs help us to reveal ‘The Landscape’ - a clear view of what these tell us about purpose, brand and reputation.

This work can sometimes be sufficient for us to then develop the insights and move to the Definition phase. Often we find there are gaps to fill and/or more questions arising  that would need to be answered by primary external research. This becomes part of what we call the Diagnosis stage.


Our Brand and Reputation Diagnosis is an in-depth analysis of brand and reputation that considers the perceptions and expectations of all important stakeholder groups. It starts with  looking at all available existing insight/data through the lens of the Tovera Brand and Reputation model, usually in the form of a Landscape, as described above. Where necessary and feasible, this is followed by qualitative research with a mix of critical external stakeholders, carried out by highly experienced senior consultants. In-depth analysis of all inputs reveals the specific activities an organisation must focus on in order to gain/maintain the support of critical stakeholders.

Our Brand and Reputation Diagnosis can inform various business activities. Often corporate brand & reputation strategy, or corporate communications and public affairs strategies and sometimes corporate brand architecture, operational and human resources strategies. Naturally, results have most often been used to provide the evidence and insight in development of Purpose, Positioning and Proposition.


The final stage is Definition, where we work closely with our client-side stakeholders in workshop style meetings using our findings from the Landscape and Diagnosis as input to arrive at a clearly defined outcome. These previous stages provide a clear view of brand and reputation with robust, evidence based insights to inform this final stage – definition.

Our Definition process is rigorous in ensuring that all possible options are examined and that evidence is available for any recommended route, whether that be for a renewed Purpose, a more powerful competitive Positioning or a more compelling Proposition. As well as these, our work to date has helped define strategies for corporate communications, marketing, reputation, public affairs, stakeholder engagement and more.


There are now any number of methodologies that claim to be the best for measuring and understanding a company’s reputation or brand.  Pretty much all of them treat the two elements of brand and reputation as separate entities.

Our approach is to build bespoke measurement systems where we always consider the influence of both brand and reputation on the willingness of stakeholders to support a company. We can start from scratch or we can work with any established methodology the organisation has in place -  whatever it takes to ensure measurement systems are tailored to deliver the results an organisation needs.

Our experienced analysts and consultants develop systems to track and monitor reputation and reveal its impact on key business success factors such as revenue sales, market share, contracts awarded, crises averted, amongst others.

This involves developing a system that brings together – and makes sense of – any related metrics that may already exist, and completing the picture to track both brand and reputation across the key audiences that are critical to the success of the organisation.

This approach ensures the most cost-effective, fit for purpose measurement systems that are built to enable managers to take action to protect and improve corporate brand and reputation.