Competitive Edge Digital – RRS Discovery Survey -

1. Respondent, Authority & Completion Ownership

Identify who is completing the survey, which sections they own, and how much decision-making authority they have.

Full name

Job title

Department / function

Work email

Mobile / WhatsApp number

Which areas can you answer authoritatively?

Your decision-making role in this engagement

Who else should complete or review specific sections?

Are any answers subject to additional confidentiality restrictions?

No, standard business confidentiality is sufficientYes, some commercial information should be restricted to CE Digital leadershipYes, NDA must be signed before detailed project or financial information is sharedNot sure

2. Confirmation of Public Facts & Current Narrative

We have reviewed the RRS website and public social presence. Confirm what is accurate, what needs correction, and what should not be repeated externally.

Confirm or correct the following publicly presented facts.

Statement / item	Accurate	Needs revision	Confidential / do not use	Not sure
RRS is positioned as a premier luxury real estate developer focused on Ras Al Khaimah.
The founders bring more than 30 years of combined / legacy real estate experience.
The brand is led by five co-founders.
NH Collection Ras Al Khaimah Al Marjan Island Hotel & Apartments is the current flagship development.
The flagship comprises 121 hotel rooms, 36 branded apartments and four F&B spaces.
The public starting price is AED 1.65 million and handover is planned for 2027.
The flagship project is intended to pursue LEED certification.
Core brand pillars include luxury, technology, hospitality, sustainability, trust and long-term investment value.
The company intends to expand beyond its current flagship and has additional projects in development.
The current tagline is “Rediscover Limitless Living.”

Provide corrections, qualifications or legal wording for any fact above.

Who has authority to approve public claims, project facts and investment language?

Share links to the latest approved corporate profile, project brochure, fact sheets, brand manual and media kit.

3. Company Story, Group Structure & Growth Ambition

This section defines the strategic truth behind the brand, not merely the public description.

Why was RRS International Development established, and what market gap was it created to solve?

Where must RRS be in three to five years?

State any approved three-to-five-year targets.

Which related entities must be considered in the brand architecture?

Preferred relationship between RRS and sister / related entities

RRS International Development should remain fully independentRRS should be endorsed by a wider group or family of companiesOne unified master brand should cover all entitiesA hybrid architecture is required by business lineNo decision has been made; agency recommendation is required

Explain any ownership, legal, reputation or cross-selling considerations affecting the architecture.

Where does RRS actively develop, sell or market today?

Priority expansion markets over the next 36 months

List every confirmed, planned or confidential project expected within the next 36 months.

What could restrict growth or communications?

4. Brand Revamp Mandate & Problem Definition

A revamp can range from disciplined refinement to a complete strategic reset. We need to identify the real problem before defining deliverables.

Why is the revamp required now? Select all that apply.

Highest priority for the revamp

Second priority

Third priority

How much change is genuinely acceptable?

Light refinement: preserve the current identity and improve consistencyStrategic evolution: retain recognisable equity but redesign the systemFull rebrand: new positioning, logo, colours, typography and communication systemMaster-brand transformation: corporate, project and sister-brand architectureOpen to agency recommendation after audit

How effective is the current brand overall?

1 = actively limiting the business; 10 = strong and commercially effective.

Where does the current brand fail most visibly?

What must survive the revamp?

What would make the revamp a failure in leadership’s eyes?

What would make leadership say the revamp was unquestionably successful?

5. Positioning, Competitive Context & Priority Audiences

The brand cannot be everything at once. This section forces the strategic choices that will guide design, messaging and channel investment.

Which positioning territories should lead? Select up to four.

Which commercial position is closest to the truth?

Ultra-luxury: scarcity, prestige and exclusivityLuxury: premium quality and high-end lifestyleAccessible premium: aspirational luxury for a wider investor baseA portfolio model: different projects serve different tiersUndecided; requires segmentation and competitor analysis

What can RRS credibly own that competitors cannot easily copy?

Which proof points can substantiate that difference?

List direct competitors by project, price tier and location.

List 3 to 5 brands RRS admires and explain what should be learned from each.

Rank the primary audiences by selecting the most important group.

International property investorsUAE-based investorsEnd-user residents / second-home buyersBrokers and channel partnersInstitutional / family office investorsHospitality guests and operatorsGovernment and regulatory stakeholdersMedia and awards bodiesEmployees and prospective talent

Secondary audiences

International property investorsUAE-based investorsEnd-user residents / second-home buyersBrokers and channel partnersInstitutional / family office investorsHospitality guests and operatorsGovernment and regulatory stakeholdersMedia and awards bodiesEmployees and prospective talent

Describe the top three buyer personas.

Priority lead-generation markets in order

Are there markets, profiles or lead types RRS deliberately does not want?

6. Corporate Visual Identity & Brand System

Define the required depth, applications and governance of the new identity.

Logo direction

Refine the existing logo onlyRetain the name but redesign the symbol and wordmarkCreate a fully new corporate identityDevelop multiple routes before decidingAgency should recommend after audit

What works and fails in the existing logo, monogram and wordmark?

Preferred colour strategy

Retain current core coloursRetain one recognisable colour and rebuild the paletteMove toward darker / more exclusive luxury tonesMove toward lighter / contemporary premium tonesIntroduce a distinctive accent colourCreate corporate and project-specific palettesNo preference; agency recommendation required

Colours that must be retained, avoided or culturally reviewed

Typography requirements

Required applications

How should individual developments relate to the corporate identity?

Strong RRS master brand with project names underneathEndorsed project brands: project identity with visible RRS endorsementIndependent project brands with discreet developer attributionDifferent model depending on operator / developmentUndecided; brand architecture recommendation required

Arabic identity requirement

English-first with Arabic translation when requiredEqual English and Arabic corporate identityArabic-first in selected UAE communicationsMultilingual system beyond ArabicNot yet decided

Required guideline depth

Basic identity manualComprehensive corporate brand guidelinesFull brand system including strategy, voice, design, digital and templatesEnterprise brand governance covering corporate and projects

Known trademark, licensing, operator or legal constraints

7. Messaging, Tone of Voice & Corporate Communications

The revamp must resolve message conflicts, define approved claims and create a usable communication hierarchy.

Current tagline: “Rediscover Limitless Living”

In one sentence, what should every audience understand about RRS?

State the single most important message for each audience.

Tone: confidence

UnderstatedBalancedAssertiveBold / category-leading

Tone: vision

PragmaticBalancedVisionaryProvocative / future-defining

Tone: warmth

Formal / institutionalProfessionalWarm / humanHighly personal / founder-led

Tone: evidence

Primarily emotiveBalancedData-ledInvestment / analyst-grade

Words, themes or phrases RRS wants to own

Words, clichés, claims or styles that must be avoided

Language priorities

Localisation requirement

Full corporate and project content in every priority languageEnglish and Arabic full versions; campaign localisation for other marketsEnglish master content with selected translated assetsDecide by campaign and geography

Preferred founder visibility

Low: corporate brand should leadSelective: founders appear around milestones and thought leadershipHigh: founder-led brand and regular contentDifferent visibility levels for different foundersUndecided

Which founders / executives should receive structured personal branding, media and LinkedIn support?

List all claims that can be legally substantiated and used publicly.

Describe the legal / regulatory review process for advertising and investment claims.

8. Project Portfolio, Sales Proposition & Commercial Information

Strong marketing requires complete and approved project data. This section captures what can be communicated and where sales friction exists.

Current status of NH Collection Ras Al Khaimah Al Marjan Island

Provide current approved inventory and commercial details.

What can and cannot be said or shown regarding NH Collection / Minor Hotels?

Usage rights and restrictions for Arkiplan, B8 Architecture, Paolo Maldini, Chef Burger MonaLisa and any other partners

Which investment claims are approved?

What objections prevent prospects from progressing?

How does the sales team currently explain RRS and the flagship project in the first 60 seconds?

Which sales materials are missing or weak?

For every upcoming project, what launch information will be available and when?

9. Website Revamp & Digital Experience

The website must serve corporate credibility, project discovery, investor conversion and broker enablement without sacrificing speed or clarity.

Primary jobs of the new website

What currently underperforms?

Platform preference

Required sections and experiences

Required features and integrations

Website language versions

Who will supply, write, approve and maintain website content?

What must the internal team be able to update without a developer?

SEO priorities and target search themes

Current analytics and tracking status

Describe what happens after a website enquiry today.

Desired website go-live date

Who can provide domain, hosting, Webflow, analytics and asset-library access?

10. Social Media, Content System & Community Management

The objective is to define the role of each platform, the content engine required and the level of day-to-day agency responsibility.

Primary objective for each platform

Current operating model

Can CE Digital receive viewer access or analytics exports for all channels?

Provide current 12-month performance and any targets already agreed.

Desired content pillars

Preferred publishing intensity

Essential presence: 3 to 4 posts per weekGrowth programme: 5 to 7 posts per weekHigh-intensity launch model: daily contentDifferent cadence by platform and campaignAgency recommendation required

Priority formats

Describe the content approval process and realistic turnaround.

Who should own comments, DMs and WhatsApp enquiries?

Expected response time for public and private enquiries

Community-management languages

Social media revamp requirements

11. Performance Marketing, Media & Lead Generation

This section separates visibility from commercial acquisition and identifies the economics required to scale.

Paid media objectives

Channels currently used

Current average monthly paid media spend

Approximate current spend split by channel and market

Define a qualified lead for RRS.

Current and target cost benchmarks

Current funnel conversion rates

Paid media priority by geography and language

How are leads tracked from first touch to SPA?

What has previously worked or failed in media and lead generation?

Role of property portals

Who approves budgets, creative, targeting and campaign changes?

12. CRM, Lead Management, Broker Enablement & Customer Journey

Marketing cannot be evaluated honestly without understanding what happens after a lead is generated.

Current or planned CRM

Who owns CRM administration and data quality?

Which lead sources enter the CRM consistently?

How are leads assigned?

Current lead-response SLA and actual average response time

Qualification questions used by sales

Current nurture system

Approximate usable database size and segmentation quality

Broker / channel partner network

What will help brokers sell more confidently?

Describe the complete buyer journey from first enquiry to post-handover.

Where do prospects, brokers or customers currently experience friction?

How are consent, opt-out, privacy and cross-border lead-data requirements managed?

13. PR, Media Relations, Reputation & Leadership Visibility

RRS has awards, founders, partners and project milestones that can support a stronger authority platform, provided the narratives are disciplined and provable.

Current PR model

Priority PR outcomes

Priority media categories

List priority publications, podcasts, conferences and awards.

Approved spokespeople and their subject areas

Thought-leadership themes RRS can credibly lead

Known reputation risks, criticism, disputes or sensitive topics that the agency must understand

Current crisis-communications readiness

Which review and reputation channels matter?

Which existing and future awards genuinely influence buyers, brokers or partners?

14. Content Production, Project Assets & Intellectual Property

A premium brand needs a reliable asset pipeline. Confirm what exists, what is approved and what must be produced.

Existing approved assets

How would you rate the existing asset library?

1 = unusable or fragmented; 10 = complete, premium and properly organised.

Most urgent asset gaps

Preferred production model

Full production managed by CE DigitalRRS production team with agency creative directionUse current production vendorsHybrid by projectTo be recommended

What site access, safety approvals and filming windows are available?

Upcoming project render, film, photography and construction-content schedule

Who owns existing creative files, footage, renders and music, and what usage restrictions apply?

Operator, architect, consultant, investor or regulatory approvals affecting content

15. Technology, Analytics, Compliance & Access

We need a realistic view of the current stack, permissions and regulatory obligations before proposing the operating model.

Current technology stack

Access that can be provided during discovery

How reliable is current marketing and sales data?

Required reporting views

Applicable privacy, consent and data-residency requirements

Required regulatory disclaimers, permit numbers, escrow references and claim approvals

Any cybersecurity, access-control or vendor-onboarding requirements?

Vendor onboarding, NDA, insurance, purchase order and procurement requirements

16. Scope, Budgets, Commercial Model & Procurement

Ranges are sufficient. Without budget visibility, agencies either under-scope the work or propose something commercially irrelevant.

Budget status

Approved and allocatedApproved in principle; allocation requiredBusiness case requiredExploratory / benchmarking onlyConfidential; discuss with leadership

One-time budget: brand audit, strategy, positioning and architecture

One-time budget: corporate visual identity and full guideline system

Budget per project: naming, project identity and launch system

One-time budget: corporate website revamp and project digital experience

One-time budget: CRM, automation, integrations and dashboards

Monthly budget: social media strategy, management and community

Monthly budget: ongoing film, design, photography and content production

One-time budget: hero corporate or project launch film

Monthly budget: PR, media relations, thought leadership and reputation

Monthly paid media investment, excluding agency fees and production

Budget per major launch: influencers, ambassadors and KOLs

Monthly budget: SEO, insights content and organic search

Indicative total 12-month marketing and communications budget

Preferred commercial model

Expected initial term

Describe procurement, competitive bidding, PO and payment requirements.

Expected payment terms

Budget restrictions, committed vendors, excluded costs or commercial assumptions

17. Timeline, Governance, Decision-Making & Final Direction

The quality of the work depends on access, approval discipline and honest alignment at leadership level.

Hard deadline driving this engagement

What launch, event, sales milestone or leadership commitment drives the deadline?

Ideal agency start date

Which phase should start first?

Single final decision-maker for brand and scope approval

Names and roles of the steering committee

Realistic approval turnaround

How should conflicting founder or departmental feedback be resolved?

Describe the current marketing, sales, content, digital and communications team.

What must remain in-house, and what should CE Digital fully own?

Existing agencies and vendors that will continue

Who should attend the strategy and scope workshops?

What questions or concerns is the CEO most likely to raise in the meeting?

Where does the marketing team specifically want CE Digital to challenge the current approach or provide an independent expert opinion?

Secure link to supporting documents and analytics

What have we not asked that is essential to understanding RRS, its projects or the required transformation?

Confirmation

I confirm that the information provided may be used by Competitive Edge Digital solely to prepare the audit, scope, proposal and meeting recommendations.I understand that final budgets and timelines will depend on validation of access, assets, approvals and technical requirements.

Review & Scope Snapshot

Review the key decisions below. You can return to any section before submitting.

I confirm that the response is ready to submit to Competitive Edge Digital.

Statement / item	Brand awareness	Investor leads	Broker engagement	Thought leadership	Community / service	Not required
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