Impact Hub
Madrid
Turning Brand Measurement into Better Business Decisions
- Brand: Impact Hub Madrid
- Geographical scope: Spain
- Sector: Impact entrepreneurship, innovation ecosystems, coworking, social innovation and brand measurement
The Challenge
The challenge was not only to produce a first diagnosis, but to create a practical system capable of guiding future decisions and identifying which information was still missing.
Our Approach
The work connected brand performance, business objectives, customer needs, competitive context and future KPIs.
The Impact
The project produced a competitive map, customer segmentation, customer–brand–needs relationship map and a systematised model for brand measurement and decision-making.
Our Relationship
Our role was to turn existing and fragmented information into a usable model that could clarify brand performance, expose information gaps and support future improvement.
The Challenges
Company
Impact Hub is a global network that supports impact entrepreneurs, innovators, companies and public institutions working towards a more just and sustainable society.
Its challenge was to understand how the brand was performing across a complex ecosystem of audiences, locations, services and stakeholder relationships.
It had to:
- Assess the current state of the brand
- Create a shared basis for discussing performance
- Connect brand measurement with strategic priorities
- Make existing information more useful
- Identify gaps in available data
- Build a model for future measurement
Business
Impact Hub needed to make better decisions about branding, marketing and communication based on evidence rather than isolated impressions.
The business needed to:
- Recognise existing performance metrics
- Build an ad hoc measurement model
- Define targets aligned with business objectives
- Identify missing KPIs
- Understand customer segments
- Map the competitive environment
- Link brand activity with decision-making
- Create a continuous-improvement logic
Brand
The brand had to be measured in a way that reflected both its social purpose and its business relevance.
The challenge was to avoid reducing Impact Hub to a simple awareness score while still creating practical indicators that could guide action.
The brand challenge was to balance:
- Purpose and performance
- Community and business value
- Local relevance and global coherence
- Reputation and measurable action
- Current diagnosis and future improvement
Our Approach
Company and Business
We began by reviewing the information already available inside Impact Hub and the public information available from its competitive environment.
The process explored:
- Existing brand-performance indicators
- Business objectives
- Available internal information
- Public competitive data
- Customer segments
- Customer needs
- Brand relationships
- Missing KPIs
- Targets and future measurement criteria
- Decision-making requirements
This created the basis for a practical brand-measurement and management model.
Branding
We developed an ad hoc model to help Impact Hub understand the current state of its brand and the logic behind future decisions.
The model connected brand performance with customer needs, competitive positioning and business priorities.
It helped answer practical questions:
- What do we currently know about the brand?
- Which metrics are already available?
- Which indicators are missing?
- How does the brand relate to customer needs?
- Where do we stand in the competitive context?
- Which decisions should this information support?
The objective was to make measurement useful, not ornamental.
Support
Building a Model for Brand Performance included:
- Brand-performance assessment
- Review of existing internal information
- Analysis of public competitive information
- Development of an ad hoc measurement model
- Competitive mapping
- Customer segmentation
- Customer-brand-needs relationship map
- Definition of current brand-performance status
- Business rationale for the model
- Identification of missing KPIs
- Guidance for future information gathering
- Decision-making framework
- Continuous-improvement logic
Measurement Model
We created a systematised model for measuring the state of the Impact Hub brand.
The model organised available information and showed how future data could improve the quality of brand, marketing and communication decisions.
Competitive and Customer Mapping
We developed a competitive map and customer segmentation to give the measurement model a stronger business context.
This helped connect the brand’s performance with the realities of the market and the different needs of its audiences.
Customer-Brand-Needs Relationship
We mapped the relationship between customers, the brand and their needs.
This helped Impact Hub understand not only how the brand performed, but also why that performance mattered for different audiences.
Future KPI Criteria
The project identified which information was missing and how it could be obtained.
This created a practical route for improving the measurement system over time, rather than pretending that the first version could answer every question.
Transformation and Growth
+
+
+
The Impact
Company
The project helped Impact Hub create a more disciplined way to understand the performance of its brand.
It provided:
- A first assessment of brand status
- A shared measurement logic
- Clearer links between brand and organisational priorities
- A stronger basis for internal conversations
- Identification of information still required
- A model for future learning and improvement
Impact Hub gained a practical foundation for managing the brand with greater objectivity.
Business
The work helped connect brand measurement with business decision-making.
It created:
- A competitive map
- Customer segmentation
- A customer–brand–needs relationship map
- Targets aligned with business objectives
- A rationale behind the measurement model
- A clearer view of missing KPIs
- A basis for improving marketing and communication decisions
The project helped turn brand measurement into a management tool rather than a retrospective report.
Brand
Impact Hub gained a more structured way to evaluate and develop its brand.
This included:
- Knowledge of the brand’s current performance status
- A systematised brand measurement model
- Clearer evaluation criteria
- Stronger links between brand activity and audience needs
- A more objective basis for branding, marketing and communication actions
- A route for continuous improvement
The brand could now be discussed not only through purpose and community, but also through evidence, priorities and future decisions.
"Allegro 234, with its ability to analyse and listen, has helped us to clarify our work, the way we understand it, and above all how we tell it."
Dolores Huerta, General Director
