Due to the strategic nature of our engagements, we choose to protect clients' issues and identities by keeping detailed case studies generic. Below are examples of various types of branding engagements - and the benefits realized by our clients - across several industries. If you would like more details about our capabilities, please contact Allen Schiffenbauer at aschiffenbauer@thebrandconsultancy.com

Utilities Industry
This $20 billion B2B company sought to "operationalize" its brand image internally across diverse businesses in order to create maximum value in the parent brand. To accomplish this critical initiative, the organization needed to counteract the belief that branding meant advertising - hence, it wasn't an enterprise-wide responsibility.

• Linked employee behavior - and the company's core values - to brand vision
  
• Implemented a "brand = culture = reputation" philosophy
  
• Tied the brand to overall success in measurable terms
  
• Involved all levels of the organization in the process, creating a shared brand responsibility

Working closely with the client, we developed an "enterprise brand" that provided a common set of brand values while allowing for distinctive identities for its various operating business brands. We created a three-phased plan to initially gain employee buy-in regarding brand responsibility, then implementing actions to operationalize the brand across the entire enterprise.

The result: Internal measurement and performance objectives reveal that employee morale is up, and employees across the enterprise experience a greater sense of "connectedness" and shared vision. The brand has become the common denominator for all employees, enabling them to realize their part in owning and protecting the company's reputation.

Hospitality Industry
This leader in the premier lodging industry had a clear growth strategy; however, it needed to jump-start an "invisible" brand and implement actions to improve corporate vision and communications as well as declining customer service ratings.

The Brand Consultancy worked with the client to conduct a brand assessment, which revealed a "reactive" internal communications style and an under-leveraged workforce of innovative, creative talent. The team quickly crafted a new brand vision, mission and position, then deployed brand communications programs directed at various constituent groups such as employees, investors, customers, business partners, and potential new hires.

Communications programs to improve internal brand vision included an awards program for all employees to reinforce appropriate "brand behaviors" based on new brand metrics and performance measurement in areas such as customer satisfaction and economic performance. It also included an enhanced Intranet and a new monthly newsletter to reinforce the internal and external brand vision.

To externally reinforce the brand, The Brand Consultancy worked with the client to create and implement a marketing communications plan that included a revamped web site, new collateral material, a dramatic new brand face for all advertising, and new partnership marketing opportunities.

The result: Employee morale and brand pride escalated, which in turn improved ongoing customer relations. Additionally, the organization was able to attract and retain top talent to enhance its workforce. Customer satisfaction and economic performance are both monitored and measured more closely - and both have maintained steady improvements.

Automotive Industry
This major global auto manufacturer was experiencing declining market share, decreased advertising "share of voice," and reduced profits over a seven-year period. The newly appointed CEO was charged to lead a turn-around, and suspected the corporation's problems were due to a lack of market focus and brand understanding. TBC led a brand assessment that revealed key information:

• Customer demographics and psychographics
  
• Product attributes the customers wanted
  
• Why target customers weren't more interested in current products
  
• Corporate and product brand image among various constituent groups
  
• How emotional brand attributes were under-leveraged - but could be a major competitive advantage

The TBC team created a brand strategy to strengthen under-leveraged emotional attributes and position the brand for broader customer appeal. We helped the client develop four "brand pillars" to articulate and characterize their brand vision. We then worked with the client to develop brand actions for each "brand pillar." These actions impacted product development, customer service, advertising, sales and delivery. TBC also developed and led an employee/stakeholder brand training program.

The result: The company "operationalized" the brand, adjusting its processes to account for brand influence. The company designed and implemented a new, improved retail environment and advertising campaign focused on emotional appeal. The brand rebounded, showing its first profitable year in seven with sales up nearly 40% in a relatively flat market. The company was ultimately able to reverse years of financial loss.