In Australia, the Vodafone brand was under-performing against a dominant competitor, Telstra. Vodafone needed to build difference in the minds of consumers and B2B markets.
Voice saw that competitor strength came with perceptions of ‘poor service experience’ and the complacent brand attitude of the long-term market leader. As a ‘challenger’ brand Vodafone had the opportunity to stand out through closer identification with what the customer wanted, and as a result create a community of advocates and champions.
Our approach was to start inside the business, beginning with the leadership team. The CEO responsible for leading dramatic business performance in New Zealand, Grahame Maher, was appointed to lead the Australian business, and he brought the Voice team with him. Together we set about transforming Vodafone’s corporate internal culture to one based firmly on values – values developed and refined at internal workshops, delivering strong alignment of brand/company/personal values. Internal high-participation ‘kick-off’ events, led by the senior team and charismatic CEO, launched an ongoing internal engagement campaign which was substantiated by an exciting, edgy makeover of the environment and innovative ways of working. It was then possible for Vodafone to promise and deliver a relevant and differentiated brand experience based on aligned internal branding.
It’s true that values drive behaviour. Intentionally aligning people and culture, internal communications, service providers and external partners with the values resulted in a new consistency and energy behind a fresh external brand promise. Vodafone began to deliver difference, customer numbers and revenues began tracking in the right direction, and Vodafone was positioned as a real alternative in both consumer and B2B markets.
What we did
Internal Brand Development, Visual Identity Design, Internal Engagement