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View Case Study (PDF 82 KB) - Distinct

3of Worship” from Egypt to Assyria and including Israel, which will result in a blessingbeing released upon the whole earth! Isaiah 19:23-25.I had not seen so clearly that this Isaiah 19 calling, like Aliyah, is one of God'smajor End Time strategies for ushering in His Kingdom on earth.The person who I thought expressed this most powerfully and succinctly, was a NewZealand woman, and who, with her husband has a House of Prayer in one of theplaces most forbidden to believers. (I am learning not to name countries.) She is wellknown to the people who attend this conference, comes into Israel frequently, andblows the shofar VERY strategically. She has just taken a team to worship aroundthe borders of one of these nations!She said that where she is, they need to spend four to five hours daily in worship toenable them to stand against the spiritual opposition. She is convinced that thesound of the Bride worshipping will bring in the Kingdom of Heaven and theGovernment of God to these dark hostile places. And God has even arranged for ahigh local dignitary invite them to worship in his presence!World ShakingsMap of the areas spoken of in Isaiah19:23-25, see legend on map.Another thing absolutely stood out for me when hearing the stories of the preciousleaders from Israel, Egypt, Lebanon, Turkey Jordan and a Gulf State, as well as fromthose ministering to the hundreds of thousands of Syrian refugees in Lebanon,Turkey, and Jordan. In all of these places where times are dark and getting darker,the shakings are God's true, right and just judgments to deal with the principalitiesand powers behind the evil forces, in order to bring the nations to "kiss the Son" andto release millions upon millions into the Kingdom. “This understanding will sustainus in the shakings.”


The Co-operaTive GroUpMEASURING AND MONITORINGFOR SUCCESSTo ensure that all of the 5,000+ Co-operativeoutlets deliver on the five components of theDNA in the future, the brand managementteam has established an audit of the brandstandards. The audit is carried out by anindependent research agency as a ‘mysteryshopping’ exercise. No outlet is refurbished inthe new brand livery until they have passed theaudit twice. They are then audited four timesevery year to ensure that the brand standardsare maintained. The brand team co-ordinatesthe sharing of results. This massive investmentdemonstrates the importance of the standardsand that The Co-operative DNA is more than‘just marketing’, to everyone in the organisation.The bulk of the audit is about ‘consistent quality’but there are also aspects of delivering on theother four components (for instance, did thetravel assistant talk about carbon offsetting orask whether customer had/would like amembership card). If an outlet fails to live up tothe brand standards, an action plan is agreedwith the local society management andprogress against the plan is monitored.Improvements in consistency are enabledthrough ‘buddying up’ store managers ormoving area managers around.THE RESULTSBeyond the obvious financial measures that assess the viability of theorganisation, The Co-operative uses other performance measures:corporate reputation and brand value, in addition to the customersatisfaction measures captured through the mystery shopping data. Ineach case, it uses independently-measured statistics, so that whereprogress is shown, it is genuine.Before the re-launch, The Co-operative’s corporate reputation score onan index measured by market research agency Millward Brown was -44. The average is zero. After the pilot programme in 2006 it was -15,and, in 2011, it stood at +59.These measures are a reflection of genuine progress. Kristian Mills isclear, however, that The Co-operative is still at an early stage in theprocess of re-establishing its identity:“We have rebranded over 5,000 branches to The Co-operative brandand now have the foundations and solid platform in place whichenables us to focus on our key customer target segments. We have justembarked on a huge consumer insight project, which along with ourmember information, will ensure we have a clear picture of what areour key customer drivers and we will ensure that our family ofbusinesses marketing strategies deliver against these.”In 2001, The Co-operative’s brand value was effectively zero, but by2007 it was valued at £400m and in 2011, it was £2.88bn. This hasplaced them in specialist consultancy Brand Finance’s top 50 Britishbrands (2010 and 2011) and won them the status of ‘superbrand’ onthe basis of independent surveys conducted by Superbrands UK.

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