During one year, we managed the rebranding in France of a large international telecommunication Group. In an increasingly competitive market, the rebranding aimed to:

• introduce a single brand according to the Group brand strategy, the objectives of which were higher customer value and significant communication and marketing savings,

• develop the internal identity in order to motivate the employees.

This new brand, created initially in the UK, was chosen due to its empathy and identification characteristics revealed during market research. It had a significant potential both externally, for customers and distributors, and internally, for employees. To realise this potential, it was necessary to find operational levers enabling a profound change of identity.

The preparation phase aimed at defining a system of references allowing a good balance between the Group’s stated ambitions, the history of the company and its current identity. This initial in-depth work was required before launching the first phase of the project.

The roll-out was divided into several projects. Due to the large scope of the mission, working in a project mode was the most effective way of achieving the desired results..

Three projects connecting the internal and external aspects were then launched:

• adaptation of the brand platform to the French context
• commercial brand launch for customers and distributors
• internal roll-out for all employees.

The coordination team ensured the synchronisation of the changes needed for both the launch and the appropriation of the brand values. For the internal roll-out, each division proposed commitments to show what the brand stands for in every aspect of the company’s business (customer relationships, internal procedures, etc.).

The role of Izsak Grapin & Associates consultants was more specifically to:

• assist the project leaders expedite launch of the projects,
• train the teams and create presentations for the internal roll-out,
• define the plan and the implementation methods with the project teams,
• follow progress and propose improvements in order to better manage risks

The operational managers, strongly involved in the projects, were able to transmit the key messages to every level of the company.

The rebranding succeeded despite a very short deadline. It enabled the company to consolidate its competitive position by strengthening its external image and motivating the employees.