WHO WE ARE
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.
WHAT WE DO
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.
Our model acts as a framework for research design, data collection and analysis and it can be applied to all audiences. This approach also allows a side-by-side comparison of audiences – whether small sample, hard to reach stakeholders (such asSenior Executive influencers or Government Regulators)that require a qualitative approach, or large sample customer or consumer audiences that call for a quantitative approach.
Our approach works whether analysing existing research or primary research or both. The result is a detailed assessment of brand and reputation across all audiences of interest providing the basis for robust, evidence-based insight development.
Tovera Consultants are highly experienced in both qualitative and quantitative research methods and are Certified Members of the Market Research Society.
We take insight development very seriously and separate insight development from research for two reasons.
First, because sometimes we find there isn’t a need for new research as there areampleexisting sources to analyse for insight development. Second, and more importantly, for us, insight development, done properly, requires a complementary skillsetand approach to research.
In developing insight, we draw together all relevant inputs – such as our own research, published data and other relevant extant sources – and we analyse these through the prism of the Tovera Brand & Reputation model, considering the findings in societal, market and commercial context.
As experienced strategy consultants we often deploy a variety of other models – depending on the brief and issues emerging – always pointed towards ensuring the insights we develop are robust, relevant and rooted in evidence.
Our approach at Tovera is strategic, always seeking to answer the question: what is going to make the biggest difference
to building and protecting brand and reputation in a way that is sustainable over time. Often our work leads towards defining purpose, positioning or proposition – or all three. Sometimes it’s a communications or marketing strategy. Sometimes our brief is simply to get a clear view of brand and reputation and then to help in building a strategy on how to improve that position.
Whatever the start point or desired outcome, our strategic approach is guided by the Tovera Brand and Reputation model. Everything we do leads to understanding, defining, building andprotecting brand and reputation.
WHAT WE THINK
WHO WE DO IT FOR
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.
Tovera was appointed to look at the brand and reputation of Just Eat with a view to developing insights to inform Just Eat’s first corporate communications strategy. Our approach included primary research with important stakeholders, including customers, partners and other key stakeholders.
Our resulting advice was that to mitigate risks and leverage opportunities, Just Eat’s brand proposition and reputation strategy must hinge on owning ‘Choice.’
This work went on to inform the corporate communications strategy, the new brand proposition and image and Just Eat’s core purpose. We are especially proud of our work with Just Eat as we have been recognised by them as playing a significant role in helping them grow market share and protect value.
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.
It was necessary to assume a wide-ranging brief: we were tasked with getting a sense of the impact of the crisis on the perceptions and expectations of stakeholders and what they would need to see and hear from Pret in order to remain supportive. Our methodology was applied sensitively, using our model as a framework, to engage with a sample of key stakeholders, both internal and external to the company.
The core insights that we developed informed the corporate communications response, helping to fuel the recovery of Pret’s reputation and revenues. Our advice impacted upon the strategic business drivers and purpose. It uncovered the need for Pret to reassess its brand proposition relative to its customer and stakeholder expectations. That work is on-going.
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.
The entry-point for Tovera’s brief in this case was via brand. Our assessment of both brand and reputation among key customers and stakeholders led to confirmation of the problem and the need for some left-field brand thinking. Applying this to the insights derived from our primary research Tovera developed a number of candidate propositions to differentiate the brand and worked with internal stakeholders to develop those and arrive at an agreed expression
The purpose and corporate brand proposition that were agreed then were incorporated into the briefs for corporate communications and marketing strategies for NO.
The following year, in the PatentView Corporate Reputation of Pharma study, Novartis was ranked overall 3rd out of 19 companies for corporate reputation, stating “Novartis has, year on year, steadily increased its overall ranking for corporate reputation among UK patient organisations.”
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.
It was also driven by a central operating philosophy, Kaiteki, Japanese for harmony of business and society, which gave it a potential purpose that was not being lived consistently.
Thus the – somewhat ironical - issue was these various assets were not working in harmony and in many cases were in conflict.
Tovera’s brief was to assess the various aspects of the brand and brand architecture and advise the client on how best to align the disparate elements, maintain and position those brand assets that worked to contribute to a defence against competitive threats, while maintaining the desired central purpose of Kateiki. We interviewed key internal stakeholders across the divisions and, working with leadership, created candidate architectures and helped guide a chosen direction.
The ultimate deliverable was a new brand architecture for the business, with a clearly defined brand proposition working in harmony with its purpose: ‘Kaiteki. We continued to work with sub brands and helped in briefing for corporate identity.
Products – DELETE replace with PROCESS
Pages under process are Landscape, Diagnosis, Definition, Measurement
Services – replace with three services above, keep advice (keep measurement but only as a side)
Board of Experts – retitle Expert Panel
HOW WE DO IT
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.