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Welcome to BrandEnergy Research

We aim to inject energy into the organisations we work with by the application of bespoke market and opinion research.  We provide qualitative and quantitative market research, customer satisfaction, employee, corporate reputation and social research.  Our clients are drawn from the public, private and NGO sectors all with a common desire to improve the away they operate.

We view research as providing snippets of information to enable our clients to build up a picture of how their key relationships are working and how to improve their performance.

The ‘brand energy’ concept recognizes that all organisations need to create purposeful energy among their stakeholders, engaging them in such a way as to create value for all parties. Research provides the insights they need to do this more effectively.


"Peter Hutton and BrandEnergy have been exceptional.  A real understanding of our needs, delivery to very demanding timescales and expert advice. There is a real passion behind what he does and a genuine commitment to help the management team improve the business"  Howard Crabtree, Corporate Manager, Human Resources, Northampton Borough Council

“Peter tailored our survey to our organisation to ensure that the results we got enabled us to address the issues that would really make a difference.”
 Lynne Landricombe, HR Development Manager, Principality Building Society

 “We were impressed by the speed of turnaround and the thoroughness of the research”
Frank Fitzpatrick,  External Affairs Manager, ICSTIS

"Peter`s unique added value is a combination of the mastery of his field and the credibility he establishes with senior leaders from the beginning; Peter identifies the issues that are strategically important and demonstrates how these impact on organisational goals." Howard Crabtree, Corporate Manager, Human Resources, Northampton Borough Council“

I rate Peter Hutton as one of the best. He is superb at getting to know and understand an organisation and is unsurpassed in identifying its issues.  It is this analytic ability which leads him to produce the research which yields most useful insights and, therefore, enables the organisation to move forward.”
Peter Wynne Davies, Partner, Macdonald Wynne Davies

 
“What I like about working with Peter Hutton and BrandEnergy is the wealth of experience and the depth of thinking that goes into every project, together with the robust advice needed to deliver actionable results”
Nick Grant, CEO Mediatrack plc


"BrandEnergy delivered in a tight timescale a highly professional, authoritative and invaluable piece of research. They were a joy to work with. We have no hesitation in recommending them to other organisations"
Debbie Young, Director of Admissions, Westonbirt School


“We were impressed by the tailoring of concepts, best practice and good ideas to our own business and roles. The result was that the whole team were challenged, encouraged and inspired to improve our whole approach”
Planning & Performance team, Abbey


“BrandEnergy’s execution was excellent from start to finish. Peter's candid approach helped us identify areas for improvement that went beyond the direct results of the survey. Peter’s longstanding experience in market research and no-nonsense approach were among the factors that lead to us choosing BrandEnergy and we feel that our decision was completely vindicated by his professionalism and expertise. Great value for money”
David Rosenbauer – Project Manager

 


Read more about this book.                           
Please notify me when the book is published.

The surveys of many of the world’s leading employee research consultants consist of little more than a list of agree/disagree statements.

According to Hutton, this is the wrong approach. Such surveys fail to measure many of the most critical things management should be focusing on.

Organisations have been too willing to accept standardised agree/disagree questions as the best way to undertake employee surveys and failed to grasp their real potential in helping them realise their unique business objectives. In Hutton’s view, consultants such as Gallup, with its ‘Q12’ questions, and Best Companies, whose questions are used to compile the Sunday Times’ annual list of ‘100 Best Companies to work for’, make exaggerated and unwarranted claims for their particular methodologies.

For anyone with any experience of employee surveys, the book will be thought provoking and is bound to be controversial. For those who are genuinely interesting in how surveys can best be used to improve organisational performance, this book provides plenty of practical and theoretical advice.

No one with a serious interest in pursuing best practice in employee research should miss reading this book.



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