A traditional manufacturer of cleaning machines had to realize that its "cheaper" strategy could not win against the flood of undercutting competition from the Far East. So the product range was gradually renewed. Not only were the weak points of the price strategy eliminated, but the quality of the machines was also significantly improved. In doing so, the company dared to make a paradigm shift: away from being a low-cost provider and towards being a high-quality provider, combined with the personal service of a family business.
Communicating the change in strategy with a coherent brand image
Of course, the change in strategy meant changing key processes within the company. But not only that: for decades, employees had internalized thinking and arguing about price. The change shook the employees' self-image. And it raised the question of corporate identity: what still applied and what no longer did? In other words, a process of self-discovery was underway, clumsy and unguided. The interim manager was now tasked with steering this process. The aim was to define a coherent brand image that would tell the new story both internally and externally and offer a platform for identification.
The interim manager first interviewed the management and middle management (marketing, sales, products, HR). The result was an overwhelming number of sometimes contradictory answers. Some were confident, positive and objective; others were extremely critical, frustrated and emotional. The lively need to communicate was obviously preceded by a lack of internal communication - also and above all top-down.
Brand building process as team building - and vice versa
A brand building process alone would therefore not be enough. Rather, this process should be the means to an end, bringing people and their emotions to the table, making each individual in the group heard and bringing employees back in line with all due respect. A line that is neither imposed from outside nor from above, but should be developed within the team. The brand building process as team building - and vice versa.
Workshop series on brand communication based on the triple jump principle
The interim manager therefore designed a series of workshops based on the triple jump principle; titled with a call to action that is both pictorial and meaningful: "Forward!". At the start of the first workshop, this CTA resounded as a rap song. Irritation. When first some hesitated and then everyone tapped their foot with a grin, the start was made.
1st leap: actual state and potential
In the first workshop, the joint viewing, sorting, discussion and evaluation of the survey results resulted in a change of heart: people wanted to move closer together again, stand together, be open to a new self-image. Above all, the considerable potential was brought back into focus and gave rise to confidence. The list of negative points made it clear what needed to be done: transform the lone wolf mentality that had become ingrained due to the lack of a clear self-image into a sense of unity; sharpen the imprecise profile in line with the new direction due to a lack of internal and external communication.
2. leap: "Characteristics Run" to the brand core
Now it was time to characterize potentials and shortcomings and turn them into positives. To do this, the interim manager relied on semantic enhancements, contrasts and micro-scenarios, which were then sharpened and aligned with the necessary future characteristics. In a fast, continuous pro-and-con process, in which the participants' intuition and rationality were able to work together, the brand essence accepted by all crystallized.
3rd leap: new action, new thinking, new life
New self-image, new sense of togetherness. Now it was time to look ahead and set a goal: They wanted to become a major manufacturer in Europe. First, everyone formulated for themselves what new things needed to be done in their area or for the company as a whole, what changes needed to be tackled and how it could all work. Then, only moderated by the interim manager, the large group analyzed the output. They sorted it according to areas, including the management, weighted the individual contributions and set priorities. After the lively debate that followed, a list of measures was drawn up and adopted. The teams were put together and those responsible for progress were appointed; milestones were also formulated and a timetable drawn up.
In the following 12 months, the face of the company changed. A new online and offline presence conveys the new beginning in words and images: Moving forward!
