As indicated above, while YouthAIDS highlighted PSI’s ability to manage consumer brands, this same discipline had not been applied to the corporate “PSI brand.” PSI’s core audience was defined as those who influence resource decisions for public health investments in developing countries. As a result, PSI had focused its branding and outreach efforts with multi- and bi- lateral government donors. PSI had not been historically marketed to a broader audience and was not well-known to the general public. There was increasing recognition internally that PSI’s audience now reached well beyond this subset and that branding efforts would need to.
