Ranked: The Top 100 Brands by Value in 2023

A complement to Treacy and Wiersema’s 3-way “operations excellence, product innovation and customer intimacy” approach to strategy is Richard Schonberger’s “universal customer needs” approach: QSFVIP. Brand value is added when an organization consistently delivers value to a target market.

Congregational Strategy

Creating Infinite Customer Value

What Customers Really Want

Quality

Are the Bible, theology, creed and messages from the pulpit and programs generally consistent?

Are they expressed in ways that clearly communicate the essential beliefs, moral values, church operations and expectations of members?

Would members and visitors agree that “what you see is what you get”?

Are the programs and services offered consistent with the stated beliefs?

Are the congregation’s local branding, mission, vision, values and communications aligned with denominational statements?

Do the congregation’s members “walk the talk”, putting their faith into practice?

Does the congregation address “difficult” or “controversial” topics consistent with its stated beliefs?

Are the sermons and programs relevant to today’s highest priority needs?

Are the sermons and programs relevant to all groups of members and prospective members?

Do the sermons and programs address thinking, feeling and action dimensions of human experience?

Does the organization have an effective quality review and improvement process for sermons and programs?

Speed

Do church services, programs and operations respect the time of participants?

Are church programs effectively scheduled in advance, shared virtually, and recorded or summarized quickly?

Are emerging congregational needs addressed quickly?

Are visitors engaged quickly and effectively?

Are new members engaged quickly and effectively?

Are missing or low participation members engaged quickly and effectively?

Are prayer requests met immediately?

Does the church respond to individual care, prayer and financial needs quickly?

Flexibility

Does the congregation understand the current priority needs of major member groups?

Does the congregation offer worship services and programs that meet the needs of various major member groups?

Does the congregation effectively adjust long-term and annual planning to meet changing community needs?

Does the congregation take advantage of ecumenical and secular input and resources?

Does the congregation welcome and value conflicting opinions, doubting Thomases, and devil’s advocates in its deliberations?

Has the congregation considered controversial issues and evolved some of its views upon further consideration?

Does the congregation consider new scientific results?

Value

Does the congregation prioritize its program investments to only deliver those with the highest benefits?

Has the congregation identified its “target audience” and refined services and programs to match?

Have the very highest priority spiritual needs of members and prospective members been defined and programs adjusted?

Has the church evaluated its competitors for the time and treasure of members and prospective members and focused its programs and services to meet only the spiritual and unmet needs?

Are the target market, brand and products of the congregation clearly aligned?

Do the brand characteristics and communications closely align with the beliefs and programs of the congregation?

Do members and prospective members receive what they expect based on congregational creed and marketing in programs and services?

Does the church address both earthly and eternal needs?

Do the congregation’s programs and experiences effectively transform members to devote their lives to God?

Does the church offer clear apologetics that actively address non-Christian answers?

Does the church operate effectively within ”A Secular Age” whose default assumptions are “God is dead”, no supernatural dimension, materialism, subjectivity, relativity, skepticism, radical Nietzschean individualism, created identity, existentialism, Rousseau’s naturally good man and modern capitalism?

Does the church have a low barrier to engagement?

Information/Transaction Costs/Risks

Does the church have clear requirements for membership? Attendance, participation, baptism, belief, contributions, behavior, feedback, penance, confession, obedience, loyalty, prayer, dress, time, activities, personal growth, improvement.

Does the church reject “cheap grace” and make clear the expected commitments?

Is it easy to donate?

Does a single website provide easy access to all program options?

Does the church have clear channels for requests and communications?

Does the church provide clear moral standards and enforce them for members?

Does the church provide programs that address financial and life choice risks?

Does the church provide resources to members in need?

Personal Relations

Are members engaged in small groups?

Are members personally connected with at least one staff member?

Do visitors and prospective members feel that the church welcomes them?

Do the staff, deacons and Stephens’ ministry identify and meet members’ needs?

Are members engaged in recurring activities like greeting and ushering?

Do children interact with caring adults?

Do members believe that the pastoral staff would do “anything” for them?