A hidden champion of the professional audio industry has been developing algorithms for harmonizing dynamic audio signals from different sources for three decades. Its high-end products are of exceptional quality and virtually unrivaled. They enjoy the best reputation worldwide in the largest broadcasting stations, in sound and post-production studios and recently even in the automotive sector.
Communicative support to restore trust in the brand
However, after years of conflict between the two managing directors, the company had run out of steam. One wanted to stick to the tried and tested, the hardware-based audio processors. The other considered their transformation via platform technologies to IP-based applications to be the next logical step into the future. There was a standstill. As a result, the company's reputation suffered and trust dwindled. The situation was already critical when the two rivals finally left the company. A new managing director took over the helm of the sinking ship. He hired the interim manager to provide him with communications support for crisis management in order to restore trust in the brand and the future viability of the product strategy, both internally and externally.
Current situation characterized by nervous communication without a goal and dramaturgy
The interim manager first examined all communication channels, both online and offline. He identified the typical shortcomings of crisis situations. These included a visual discontinuity, particularly in the print area, as well as selective shirt-sleeves in PowerPoint presentations and moving images. In addition, the company flooded customers with content. Everything was immediately put into medias res. There were hardly any hierarchical levels in the communication, no dramaturgy, no storytelling. Unique statements that were important for emotional bonding remained hidden in the thicket of detailed, ramified product facts. This behavior is indicative of restlessness and nervousness. Both are poison for customer loyalty.
Developing standards for the new brand communication with impulse sessions
The interim manager developed, designed and moderated an impulse session for and with the employees. Entitled "Conciseness, Profile, Presence", the aim was to make the worried employees aware of themselves again, i.e. their skills and the justifiably remarkable corporate image. The aim: to close ranks in order to commit to the logical product future and to be able to represent and argue this convincingly at the end of the day.
The impulse session resulted in united commitment and healthy pragmatism. All capacities and attention were focused on the new, approved product strategy. The elimination of all communication deficits was postponed and medium-term milestones were set. However, new standards should immediately apply to the immediate communication of the product journey from the hardware past to the IP future. New visual storytelling graphically presents the transformation process - aesthetically, quickly and strikingly.
New presentation impresses existing customers and potential new customers
At two important trade fairs, the new presentation successfully communicated the product journey to both conservative existing customers and potential, progressively oriented new customers. Consistency and innovation in an immediately understandable overview, underpinned by audio and application examples, were able to reassure some and inspire others.
However, this came too late for the company in its old form. Nevertheless, the rescue was successful in the last few meters in that part of the algorithms - the proven past - could be sold. The core asset, together with the future vision, was transferred to a new company in the form of an employee buy-out. It continues the brand promise, guarantees consulting and product service - and is now investing in the IP concept.
