Asset Based Finance and Leasing Ltd led a consortium to help Brightstripe, a cultural health organization spun off from Herefordshire Council, develop a more commercial approach to marketing its arts, cultural, and health services. ABFL analyzed and repackaged Brightstripe's offerings under a new social business brand identity. This included developing a new marketing strategy, branding, and business plan to help Brightstripe obtain additional commercial contracts and sponsorship to support its core contract with Herefordshire Council ending in 2016. ABFL presented its recommendations and action plan to Brightstripe in October 2013 to help the organization survive independently by demonstrating sustainable and measurable social and economic benefits of its services in the local area and beyond.

1. Asset Based Finance and Leasing Ltd
Business Address: Crystal House, 72 Central Avenue, Pinner, Middx, HA5 5BP
Tel: 020 8866 0961 Mob 07739 329538 www.abfl-ltd.co.uk
Registered Office: 78 Portsmouth Road, Cobham, Surrey, KT11 1PP
English Company Registered No: 6464914 E & OE
UK VAT Reg. No: 925 0047 52
DUNS Number: 21-103-5379
Registered by the Office of Fair Trading Reg. No: 612817
Member of National Association of Commercial Finance Brokers
Case Study: Brightstripe – Cultural Health CIC
Client: Brightstripe - Cultural Health CIC
Location: United Kingdom
Contact Leads: Jan Perridge/Mel Potter
Consultant: Mike Deacon
Assignment Type: Consulting
Discipline: Third Sector
Sector: Not For Profit
Challenge:
Brightstripe spun out from Herefordshire Council in April 2013 and is now providing arts, cultural and health and wellbeing
service activities across Herefordshire to a variety of commissioners, customers, users and individuals. Their work is
supported by a 3 year contract until March 2016 with Herefordshire Council to maintain these services previously under the
Council’s control.
Solution:
ABFL led a consortium to help Brightstripe develop a more commercialised approach to their service activity offerings. ABFL
and its team focused on the marketing and brand development aspects of its services, which were analysed, unbundled and
then repackaged with a new overarching social business and brand identity. This identity will allow Brightstripe to promote
its arts, cultural and health and wellbeing outcomes as sub brands and its services as the offerings to deliver such outcomes.
In turn the new marketing approach will drive the business strategy and business development requirements for Brightstripe.
Brightstripe is developing its existing stakeholder and commercial links in the County to provide additional new commercially
based commissioning contract work and sponsorship revenues, to support and augment the present core contract from
Herefordshire Council. ABFL’s evaluation of Brightstripe’s social business covered: • Marketing Strategy and Brand Redesign
and Reconfiguration • Business Viability (Strategy, Marketing, Risk and Planning) • Financial Forecasting • Detailed Transition
and Action Planning (working closely with the Board of Brightstripe)
Results:
ABFL presented its report to Brightstripe in October 2013 with clearer messaging and a structured Action Plan to complete no
later than April 2014, based on its recommendations and findings. Brightstripe wants to reshape its business in order that it
can survive as a sustainable, independent mutual social business providing a focused range of arts, cultural and health and
wellbeing services. By March 2016 when its present contract with Herefordshire Council is due for renegotiation, Brightstripe
will have demonstrated in Herefordshire (and beyond), provision of a range of well supported activities with measureable
and sustainable social and economic benefit outcomes to users and customers.
Case Study Date: October 2013