Brand management is reducing gaps between the company’s brand identity, which is what the company declares to be, and brand image, which is customers’ perception on the company.
Development management is reducing the gaps between the amount of grants an organization is expected to get, which is donors’ actual willingness to pay for the organization, and the amount of grants the organization actually receives, and reach to the as highest point as possible.
As this article articulates, a company’s effort(management) to develop strategic capability within is narrowing gaps between high-mid level performing capabilities and those in mid-low level, and achieve better performance in all important capabilities.
It sounds a bit too simplified, but I was thinking, in all those sophisticatedly detailed and well-organized steps for any of those management activities, if internal assessment and setting standard at first steps goes wrong, the rest can be just useless.
If a company doesn’t have a solid and clear stance it wants to establish, it cannot evaluate how far or in what direction the brand is perceived from the identity, and it would never know how to turn the angle or in what area it needs to put more effort in.
If organizations fail to diagnose possible willingness of potential/current donors/grantmakers to contribute to their very own organizations, they would more likely receive less than they deserve or they are supposed to.
In terms of determining what capabilities are important and what capabilities are doing well within the company, comprehensive understanding of the industry as well as thorough awareness on the company itself is crucial; selecting right executives/internal stakeholders to interview; designing right questions to ask; covering necessary areas in those questions including the company’s culture, leadership, issues and weaknesses; finally reflecting all the critical points from those internal assessment data on how to execute strategy, linking those correctly seem to be most important than any other processes.