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Analysis model

What is the  analysis model?

The gap analysis model is a strategic tool used in the field of communication. It is a model that is used to map errors, irregularities and problems related to the brand of an organization. According to the theory of Jaap van der Grinten, every brand can be divided into four parts:

  • The desired identity
  • The real identity
  • The physical identity
  • The image

By comparing the desired identity with the other three components, an organization can determine whether the brand is completely as intended in all aspects. By comparing these parts, the errors and defects can be identified and then addressed. This model therefore has an analytic function. These possible gaps in a brand are the reason for the name of the gap analysis model. Gap is the English word for gap.

What is the desired identity of a brand or company?
To perform a gap analysis, it is first necessary to map out the desired identity of the company in question. The desired identity can be described as the identity of the company as pursued by the management. The desired identity does not focus on what the product range is or which services are offered, but on ‘who’ the company is. The brand then serves to express this to all interest groups such as customers or shareholders.

This desired identity is determined by the executives within a company. This does not only have to be the director or founder, but can also be other important persons such as department heads or major shareholders. Often the founders’ ambitions and ideologies are entangled in the organization and the company’s identity is based or adapted on this. The desired identity is often described on the basis of the following strategic matters:

  • Vision
  • Mission
  • Core Competencies
  • Values

This is only the starting point of the desired identity, as there is always a whole policy, company history and motivation behind these four points.

The vision and mission
Anyone familiar with the fields of marketing and/or communication has often seen the vision and mission. Few concepts therefore have as many definitions as the mission and the vision. According to the theory of the gap analysis model, it is important to be inspiring and distinctive. In addition, the mission and vision must make clear what the objective of the organization is and how it can be achieved.

For a company, the mission and vision are much more than a business goal or plan. The latter are often expressed in matters such as profit or marketing share, while a vision and mission indicate what the world would miss if the company or brand in question were not there at all. The question then is what exactly is a vision and what a mission is.

Abrahams (1995): A vision is something to be pursued, while a mission is something to be accomplished.


The vision

The vision of a brand or company indicates which objective is pursued in life. It is often the words of a founder, leader or other internally high-ranking person that also indicate the higher purpose of the organization. This is usually a longer term goal.

The mission

The mission is usually serving the vision and indicates what goal must be accomplished in the daily, short or medium term to pursue the vision. The mission is also something that the management gives to the rest of the company to use as handles in the daily working method.

To cite an example of both the vision and the mission, those of Philips in 2018 are as follows:
Philips’ vision: Philips strives to make the world around us healthier and more sustainable through innovations. Our goal is to have improved the lives of three billion people by 2025. We provide the best working environment for people who share our passion and together we offer our customers and shareholders unprecedented added value.
Philips’ mission: to improve people’s lives with meaningful innovations.

This vision makes clear what Philips aspires to in life. It is also clear what the world lacks without Philips. The mission statement succinctly indicates how Philips is pursuing these ambitions.

The core competencies

The core competencies of a company do not tell you what a company aspires to on a daily level, but simply what the organization is good at. These are a few absolutely great qualities that direct competitors do not possess. These qualities make this company unique and special.

The core competencies are not about long lists of pluses. The more things a company claims to be good at, the more difficult it is to achieve. The core competencies are often 2 or 3 things that, as the term implies, really are the core of


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