Enersource case study


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To change perceptions, 5th business worked with company president and marketing team to create and implement a strategy for new brand messaging, customer communication and employee engagement.

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Enersource case study

  1. 1. 905.275.2220 5thbusiness.comEnersourceEnersource is one of Canada’s larger providers of electricity and relatedservices and programs. With almost a century of service and approximately400 employees, it has one of the lowest service interruption rates in the country.Serving Mississauga, one of Canada’s fastest-growing cities, it has supporteda rapidly expanding base of residential and business customers — in a dynamicmarket undergoing considerable regulatory change.their challengeEnersource needed to build a stronger trust connection with its customersand employees to address the challenges of rising electricity costs and regulatoryrequirements related to conservation demand management impacting their business.It needed to communicate these complex issues to its customers clearly andsimply, as well as get them to engage in government-regulated energy initiatives,while at the same time effectively managing its operational costs associated withthe delivery of its services. Adding to the challenge was the fact that Enersourceneeded to differentiate itself from other organizations, as it was being confusedwith other brands within the energy category.case study Enersource 1
  2. 2. their challenge“In early 2010, we Operating within these parameters, and recognizing the need to adapt to the evolving energy market, Enersource recognized the need to better engageengaged 5th business to with its diverse and multicultural customer base — as well as employees —bring our tired, utilitarian by delivering a consistent and recognizable brand message. At the same time,brand into focus. They the company looked for ways to enhance service quality while increasinghave done so with efficiency and reducing costs — a significant challenge in an energy-regulatedamazing energy, inspiring environment where increased rates and energy conservation targets arecreative thought and government mandated and typically passed along to the customer.budget discipline that hasimpressed our organization.One year later, we are our strategyextremely pleased withour decision to select5th business as our 5th business® research found that, overall, Enersource had minimal brand recognition. It was also discovered that customer call centre usage was increasingall-encompassing creative in proportion with rising energy costs, indicating that customers were not happyservices vendor.” with or confident in the service they were receiving. Our survey also showed that, in general, respondents did not perceive value in the service Enersource provided. To change these perceptions, 5th business worked with the company’s president,Karen Ras marketing team and board of directors to create and implement a strategy forDirector, Corporate Relations new brand messaging, customer communication and employee engagement.Enersource Corporation 5th business then undertook more comprehensive market research including customer surveys and gathering of end-user and distributor insight to determine optimal stakeholder engagement and competitive best practices. Together, these findings resulted in an understanding of the key drivers needed to elevate Enersource’s brand perception. One key outcome was to more obviously place the customer at the centre of every transaction. Another was raising the company’s profile as a strong community supporter. To achieve these objectives, an overall brand image and messaging was developed to improve communication and build trust among consumers, businesses, and other key stakeholders. case study Enersource 2
  3. 3. our workArmed with this research, 5th business created an overarching and operationalbrand strategy built on a new tagline, ‘more than energy’, and four pillars ofservice excellence — People, Community, Environment and Innovation — allunderpinned by a primary message of reliability. Brand standards were developedto guide visual and textual representations of the brand, and a thoroughcommunications review was conducted to ensure compliance across all collateral.In launching the brand, an array of external communications were developedspanning multiple channels and platforms, and addressing four different areasof engagement: platform (TV, online), context (programs, website), message(advertisements, communications), and experience (events).We also developed an extensive employee engagement program encompassingmaterials such as brochures, desk calendars, posters, and a newsletter. Theinternal launch took place via a formal town hall meeting attended by the entirecompany. By introducing the brand first to employees and targeting them as akey audience, we were able to ensure more effective brand support of andalignment with market expectations.The external public launch followed shortly after, supported by a 36-monthmarketing and public relations strategy (in progress) emphasizing customerengagement and corporate social responsibility. Specific channels and tacticshave included:• Online communications including an interactive website and project-specific microsites• Various media and public relations initiatives including multicultural media outlets and a local cable TV campaign• Social media• Direct mail• Rebranded annual reportcase study Enersource 3
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  5. 5. our workBuilding greater trust • New stationery, from letterhead and business cards to bill statements and online formswith customers, • Vehicle branding and clothingemployees, industrypartners and the • Internal and external signage encompassing outdoor, transit and the Enersource head officecommunity at large. The new brand is now appearing on everything from bill inserts and media advertising to corporate communications and, perhaps most importantly, a new website. The new site — enersource.com — provides more intuitive access to services and better promotes conservation programs. It’s a more effective recruiting tool. It’s also the entry point to a new self-serve platform where customers can manage their own accounts by, updating profiles, downloading forms, contacting customer service and paying bills online. In addition, the platform supports outbound e-marketing and social media — for example, emailing and texting of special promotions — and it’s integrated with back-end database systems that will improve the gathering and quality of customer information. The website not only showcases the new brand but is also a crucial operational tool that will enhance customer service while Enersource operates more efficiently and economically. results By improving brand perception for Enersource, the company has connected with it’s market in a more compelling and relevant way. More specifically, tactics such as a new website with self-serve capabilities have helped increase levels of customer service while enhancing Enersource’s operational efficiency. Enersource is now communicating more effectively with its customers. It is building e-lists, driving website traffic to self-serve, and, overall, is building greater trust with customers, employees, industry partners and the community at large. case study Enersource 5