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Market trends can significantly impact an organisation by influencing consumer behavior, altering supply and demand dynamics, and ultimately affecting the organisation’s ability to remain competitive in the market. Staying ahead of these trends enables businesses to proactively adapt their strategies, mitigate risks, and capitalise on emerging opportunities.
As part of this study, we have identified a number of potential trends that could impact the organisation. These include the following:
Below is a list of Key Performance Indicators we deem relevant to this company:
Brand strength is more than a logo or name. It reflects a company’s reputation and how it is perceived by customers, investors, and employees. It is built on core values, mission, and a unique selling proposition (USP) that differentiates the business.
Brand strength goes beyond superficial elements and taps into core values, the defined mission, and unique selling proposition (USP) of a company.
Below are key reasons why brand strength matters:
Trust and Credibility: In a market flooded with choices, customers gravitate toward brands they trust. A strong brand signals reliability and quality, fostering customer loyalty. Loyal customers not only make repeat purchases but also advocate for the brand, driving word-of-mouth growth.
Differentiation: A strong brand helps a company stand out in competitive markets by clearly communicating its value proposition. It creates a unique identity, establishes a competitive edge, and positions the company as a leader in its industry. For example, Google is synonymous with internet search.
Customer Loyalty: A positive brand experience builds emotional connections, making customers less price-sensitive and willing to pay a premium. Loyal customers generate repeat business and act as brand ambassadors, reducing customer acquisition costs and boosting long-term profitability.
Talent Acquisition and Retention: A strong brand not only attracts top talent but also enhances employee morale and engagement. Employees who identify with a reputable brand are more motivated, productive, and committed, driving better business outcomes.
Below is a guide as to the scoring mechanism used to gauge the brand strength of this company:
| A |
The company enjoys an excellent level of brand strength.
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| B |
The company has a good brand strength, indicating that it has a solid and respectable brand presence.
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| C |
The business has an average brand strength, meaning it is neither strong nor weak in the marketplace.
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| D |
The company's brand is quite weak. Work required to increase its potential.
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| E |
The company's brand is weak and fails to resonate with customers and audiences. This needs to be addressed.
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| F |
The company has a severe lack of brand strength. It is a problem that needs addressing with urgency.
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Scoring brand strength is subjective because it relies on individual perceptions and interpretations of various factors, such as customer sentiment, market dynamics, and the competitive landscape, which can vary.
Using our scoring methodology, the average score of a business is calculated as being C (average). This differs from the average score of the top 10,000 businesses featured in our coverage. Weighted to that cohort, the average brand strength score increases to a B (good).
The analysis team have noted the following factors impacting its brand strength:
The 7Ps of marketing are crucial components of strategic decision making for any organisation in any industry vertical.
Using the 7Ps in competitive analysis provides a holistic view of the marketplace, allowing businesses to refine their strategies, capitalise on competitors' weaknesses, and better meet consumer needs. The 7P's are defined as:
All these elements together frame an organisation's marketing mix, crucial for creating effective marketing strategies.
This 7P analysis is designed to provide a valuable insight into the business strategies of the company. It can be used to reveal strengths and weaknesses in their marketing mix, offering opportunities to compare and enhance a business.
Developed by Michael Porter in 1979, Porter’s Five Forces is a model used to analyse industry attractiveness and evaluate competitive environments. It considers five forces:
We include this framework because it supports strategic planning, investment decision-making, and long-term competitive positioning across industries by highlighting structural pressures, market threats, and potential profit constraints.
A PESTLE analysis is used to evaluate external factors affecting an organisation. It examines (1) Political; (2) Economic; (3) Social; (4) Technological; (5) Legal; and (6) Environmental influences. This framework helps businesses identify potential risks and opportunities in the macro-environment, supporting informed decision-making, strategic planning, and long-term sustainability in dynamic markets.
Reasons to use a PESTLE include:
Below is the PESTLE analysis for this company:
The CATWOE analysis helps businesses understand stakeholders' perspectives for informed decision-making, covering six elements:
The CATWOE analysis is most effective when used alongside a SWOT analysis.
This SWOT analysis is a strategic planning tool used to assess the strengths, weaknesses, opportunities and threats of the Thomson Reuters business.
When creating this SWOT the team at Platform Executive have taken into consideration the corporate strategy; brand; key financials; the competitive landscape; along with the products and/or services offered.
To offer increased context for future innovation and product development we also consider the historical context for the business and industry; and perceived direction of travel.
Upon researching the company, we have uncovered a number of strategic and operational strengths, weaknesses, opportunities and threats.
The MOST analysis framework is used to identify an organisation's strategic goals, assess its strengths and weaknesses, and develop a plan to achieve its objectives. The MOST analysis helps executives focus on what they want to achieve and how to achieve it, while also identifying potential roadblocks or obstacles.
We have created this analysis from a 3rd person perspective.
The team at Platform Executive assesses and then benchmarks businesses and the industry verticals in which they operate using a proprietary scoring mechanism designed to benchmark innovation.
First, we allocate a score of A-E for the industry, based on the key organisations operating within the space; and then score the individual organisation using a 1-5 score.
A score of D-E within an industry means that it is potentially ripe to be disrupted by a new entrant; and/or vulnerable to technological change.
Likewise, a high score of 4-5 for the company in question indicates that it lags behind notable businesses in terms of innovation and product pipeline.
Below is a guide to each score:
| A | The industry is amongst the most innovative; with the leading
players all driving the sector forward. Example industry: PaaS |
| B | The industry and its leading players have a good track record of
innovation; and can quickly react to change. Example industry: Pharmaceutical |
| C | Companies operating within the sector have adequate levels of
innovation; and engage in R&D activities when appropriate. Example industry: FMCG |
| D | Businesses operating in the industry
do not invest enough time and resource into innovation. The sector is
stagnant and a good candidate for disruption. Example industry: Retail Banking |
| E | The major players in the sector seem to lack suitable product
development roadmaps; and as a result the sector is highly vulnerable to
industry change. Example industry: Publishing |
| 1 | The business is amongst the leading players in terms innovation and product pipeline. This will fulfil and reinforce the operations of the business in the medium to long-term. |
| 2 | The business has a good track record of innovation, in terms of its products and/or its business model. It is therefore more likely to be able to react and adapt to any changes to the industry. |
| 3 | The business is deemed to have an adequate innovation plan, build on research and development and sustainability where appropriate. The business has a product development strategy. |
| 4 | The business needs to invest more resource and/or intellectual capital in product development, pipelines and/or its business model. The business is at risk of stagnation. |
| 5 | The business seems to lack a suitable product development roadmap; and as a result is vulnerable to any notable industry change and/or new entrants in the marketplace. |
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The facts of this report have been gathered in good faith from both primary and secondary sources. It is believed to be correct at the time of publication, but cannot be guaranteed. As such Platform Executive can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect.
